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.

Citation

McKenna, R.J. and Martin‐Smith, B. (2005), "Decision making as a simplification process: new conceptual perspectives", Management Decision, Vol. 43 No. 6, pp. 821-836. https://doi.org/10.1108/00251740510603583