Siinviidatud vabalevis olev tekst leidis oma koha põhjusel, et võiks huvilistele näidata kahe igapäevaselt kasutuseloleva mehhanismi seoseid otsustamisel organisatsiooni.

Kontekstiks:

The complex nature of organizations’ operating environments often means that decision-makers will ‘lack the cognitive capacity to make fully informed and unbiased decisions’ (Powell, Lovallo and Fox, 2011, p. 1377). […] Despite such observations, the rationalplanning model remains dominant and is considered ubiquitous to the public sector (Poister, 2010).

Uurimisküsimus:

How do cognitive microfoundations impact organizational decision-making in public management?

Kaks protsessi:

Two decision-making approaches are examined: strategic planning, defined as ‘the extent to which an organization attempts to be exhaustive or conclusive in making and integrating strategic decisions’ (Fredrickson and Mitchell, 1986, p. 474); and organizational spontaneity, defined as a decision-making process that allows organizations ‘to react to events as they unfold, or to be able to continue to move forward despite the unexpected’ (Gesell, 2005, p. 4).

Tasakaalu otsinguil:

In the public management field, George and Desmidt (2018, p. 132 [emphasis added]) observe how rationality (type II reasoning) is a critical contributor to decision-making effectiveness because it offers a ‘counterweight to political or intuitive decision-making’.

Samaaegsus:

Strategic planning is, therefore, an agile organizational decision-making approach when informed by both cognitive reasoning types. […] Rather, planning should be viewed as a continuous, flexible activity that is informed by both rational and intuitive reasoning. One explanation offered by Howlett, Ramesh and Wu (2015) as to why some public agencies may choose not to act on intuition, however, is because they may not wish to correct their own failures or admit flaws in predetermined plans.

Lugemishuvi suurendamiseks:

Taken collectively, and as others have, we urge practitioners and PSOs to exploit the cognitive tools available to them and take advantage of multiple decision-making approaches (e.g. Tabesh and Vera, 2020).

Hodgkinson, I., Hughes, P., & Leite, H. (2022) The cognitive micro-foundations, and socio-psychological mechanisms, of organizational decision-making in public management. British Journal of Management, Vol. 00, 1–18 (2022) DOI: 10.1111/1467-8551.12629