This study uses experimental vignette methodology to test visual data presentation effects on quality decision-making, reviewing the impact of manager biases known in behavioral research to contaminate outcomes predicted from economic utility theory. Since interactive visual aids support richer review of decision data, a validated scenario instrument based on Carter Racing complements existing surveys on manager predispositions to overconfidence and risk-taking. Information availability and decision aid usability are assessed, together with manager preference for complex decision-making in the face of ambiguity. Managers with innate cognitive capacity for effortful thought and tolerance for ambiguity should find visual decision aids more usable. This is tempered by any propensity to overconfidence or intolerance to risk. Few decision support system studies empirically review how visual data presentation might be leveraged to correct individual decision-maker biases. Findings will impact firm development of data management and decision aids, contributing to behavioral economics and information systems disciplines.