Decision making as a simplification process: new conceptual perspectives

Abstract

Purpose Proposes to call for inclusion of alternative conceptual perspectives in decision making theory and practice. Design/methodology/approach Adopts a conceptual approach drawing on a diverse range of theories, and applying an illustrative example. Findings Finds that failure‐prone tactics and poor choice of leadership styles are minor causes of wrong decisions. Major causes are complexity and chaos in the environment, alternative psychological approaches, and political and ethical behaviours. Practical implications Decision science tools and leadership style do have applicability. However, their relevance and applicability are very much subjugated by the complexity, uncertainty and near unknowability of the decision‐making context. New conceptual perspectives are required. Originality/value Highlights the relevance of complex, chaotic environments and human behaviours to decision processes. Intends to encourage researchers to adopt new theoretical approaches and to help practitioners understand the reasons for decision failures.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 40 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.