Despite the extensive body of research on decision making, it remains a source of great frustration for many leaders and companies. This may be because decision science often zeroes in on the decision-maker deeply examining their biases, anxieties, and instincts. But within organizations, decision making is often a distributed capability. Thousands of choices are made at the exact same time across vast networks of departments and geographies. Setting priorities, allocating resources, hiring and firing, resolving crises — decisions that range from high-risk strategic calls to low-risk tactical dilemmas.
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