The Hassled Decision Maker: The Effects of Perceived Time Pressure on Information Processing in Decision Making

Abstract

Managers are often required to make complex decisions under severe time constraints. We predicted that the perception of time pressure, even when there is sufficient time to make a decision, may impair decision making activity. A pilot study and two experiments were conducted on a sample of 162 university students, who were assigned to a time-pressure condition or a no time-pressure condition. In support of the prediction, time-pressured students generated fewer objectives and alternatives and considered fewer consequences. The “hassled decision maker” effect may be due to: the disruptive effects of psychological stress; the need for rapid cognitive closure; interruptions due to continual monitoring of time and deadlines; and, resentment at the demand to work quickly. Implications of the findings for management practice are discussed.