Antecedents of Effective Decision Making: A Cognitive Approach (original) (raw)
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Antecedents of Effective Decision Making: A Cognitive Approach1
Jos Lemmink is a professor and chairman of the department of marketing at Maastricht University. He holds a degree in Business Administration from the University of Groningen and a PhD from the University of Limburg. He was a market researcher for the Dutch Postal Services and Telecommunications for four years and a visiting professor at the University of Southern Queensland (Australia). He published extensively on quality management and modeling. His research interests concern service management and marketing, analyses of service processes, and marketing and the new media. He can be reached at
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The study examines new possibilities for recognising and understanding intuitive managerial decision-making, which is increasingly discussed in relation to the theory of management. Managers make decisions in organisations which have been undergoing transformation related to societal changes. Managerial decision-making is still understood as a purely rational action. Let us suppose that managers are able to entirely rationally calculate inputs and outputs, or the consequences, of their actions, and always do so to achieve set goals. Managers are expected to decide quickly, and this increases the probability of errors occurring. Therefore, intuition derived from knowledge, experience and emotions is now taking precedence over rationality.
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This paper describes a form of management epistemology, and suggests that it be called Decision Research, since it is primarily based on what can be learned from how managers make decisions in practice. The paper proposes that Decision Research be founded on generic cognitive structures that show a high degree of stability from east to west, old to new. These are described by Nomology, the science of the laws of the mind, and so have a positivist flavor. The paper develops, through an understanding of settled practice, how these structures are used in different cultures and fields of management. The richness of diversity it reveals encourages an interpretivist approach. Its value to Systemic Practice comes from the way that it provides frameworks and maps to elucidate issues and resolve situations in management.
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The present study reviewed the literature based on a century of the theoretical and empirical work on decision making styles. Both in theory and research, the traditional trends limited the decision makers to either rational or intuitive strategies in decision making. Limited amount of literature emphasized on both rationality and intuition in decision making until in the recent decades when some researchers emphasized the use of mixed strategies in decision making. Thus the present study illustrates the importance of combining the rational and intuitive style and using a mixed-style in decisional scenarios. Thus the rational-intuitive and the intuitiverational style double the benefits as both styles have some shared and some other unique qualities which maximize the outcomes when used in connection. Finally, the present study suggests a transition from uni-style tradition to mixed style decision making.
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Decision-making is a central function of management. It is a complex process which requires a highcognitive commitment, because the decision-maker has to assess and choose between different courses ofaction. Moreover, the decision-making is considered a continuous and dynamic process which implies a choiceand is oriented to the achievement of the organizational objectives. In the literature can be found varioustheories and models of decision-making. The higher attention towards the decision-making process is aconsequence of the understanding of its importance in creating sustainable competitive advantages. In adynamic and turbulent environment becomes much more difficult to achieve and maintain a good competitiveposition. The decision-making process is studied by a number of disciplines such as philosophy, mathematics,statistics, psychology, sociology, economics, management, political and social sciences. In the decision-makingtheory we can distinguish two main approaches: the norma...
This paper examines decision making, its features, kinds, models, theories and importance of decision making in management, it view decision as the heart of success in every organization, and explains times of critical moments when decision can be difficult, confusing, and nerve racking. It further extend view on decision-making and even the various alternatives that worth to be considered when making decision in businesses and libraries. And further concluded to hold the view of other studies by classifying decision making into either rational or non-rational. 2
Intuitive and analytical judgement in management
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Constantly changing markets full of uncertainties need managers who know how to make decisions fast and effectively. We certainly rely mostly on analyzed and verifiable outcomes and are driven by the fact that decisions are only possible and 'good' by thinking about them consciously and analyze the best possible way of outcome step-by-step. However, a new "way of decision-making" is said to be always present in judgements, or even more dominant and therefore very crucial, but we are not really aware of it as it happens in the unconscious. Researchers therefore highly recommend starting to go deeply into the topic of intuitive decision-making to learn more about it and moreover to be able to control it, which then is meant to lead to 'better' managerial outcomes. In fact, this declaration needs to be analyzed by searching for answers, how the impact of specific domain expertise is on the two different decision-making processes, namely intuition driven and an...
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Researchers have for a long time attempted to understand the concept of strategy. One way to examine strategy is to approach it through managers. According to the theory of cognitive style, there are differences in the ways people perceive things and make judgements. Based on these consistent differences, it can be proposed that there is consistent variation in the ways managers see strategy. Strong evidence of the relationship between cognitive style and strategy can be found in past research. Makes propositions concerning that relationship and suggests some guidelines for empirical research.
THREE MODES OF THINKING AND THEIR APPLICATION IN MANAGEMENT DECISION-MAKING
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The author investigates different ways of thinking, and how this may be understood in the work environment as well as in ordinary life. Thinking about thinking may shed light on problems in decision-making. Three broad modes of thinking are defined, based on the intended results, and the kinds of questions associated with each mode, namely: the operational mode, the analytical mode, and the reflective mode. Using this as a template or model, a number of applications are discussed in order to illustrate the value of such a distinction.