1 Legitimation in Decision Making 1

Abstract

This paper is concerned with legitimation. This is one of several areas associated with the decision sciences that has benefited from Howard Kunreuther’s work, especially policies and strategies related to societal concerns in coping with low-probability, high-consequence events. A short summary of the descriptive theory of legitimation could be stated as follows: predictable effects on decision making result from the credible anticipation that one will be held accountable for the consequences of one’s decisions and the process that led to them. The parallel prescriptive theory of legitimation supports the notion that it is both sensible and desirable to subject some aspects of decision making to ex post review, both to justify outcomes of choice and to provide affected stakeholders with prima facie assurance that their interests have been considered. In this essay, I examine a few of the underlying strands of research that have examined descriptive and prescriptive theories of legitimation and then briefly note the challenges of legitimating policies related to climate change. I conclude with a brief comment on both the substance and style of Howard Kunreuther’s contributions to research on legitimation. Legitimation and Decision Making

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