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Adm. Sci. 2017, 7(3), 23; doi:10.3390/admsci7030023

More Dynamic Than You Think: Hidden Aspects of Decision-Making

1
School of Management, Cranfield University, Cranfield MK43 0AL, UK
2
Department of International Business and Asian Studies, Griffith University, Nathan QLD 4111, Australia
3
Ivey Business School, Western University, ON N6G 0N1, Canada
These authors contributed equally to this work.
*
Author to whom correspondence should be addressed.
Received: 21 November 2016 / Revised: 26 June 2017 / Accepted: 8 July 2017 / Published: 14 July 2017
(This article belongs to the Special Issue Decision Making: Individual and Organisational Perspectives)
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Abstract

Decision-making is a multifaceted, socially constructed, human activity that is often non-rational and non-linear. Although the decision-making literature has begun to recognize the effect of affect on decisions, examining for example the contribution of bodily sensations to affect, it continues to treat the various processes involved in coming to a decision as compartmentalized and static. In this paper, we use five theories to contribute to our understanding of decision-making, and demonstrate that it is much more fluid, multi-layered and non-linear than previously acknowledged. Drawing on a group experience of deciding, we investigate the intrapersonal, interpersonal, and collective states that are at play. These states are shown to be iterative: each being reinforced or dampened in a complex interaction of thought, affect, social space and somatic sensations in a dynamic flux, whilst individuals try to coalesce on a decision. This empirical investigation contributes to theory, method and practice by suggesting that Volatility, Uncertainty, Complexity and Ambiguity (VUCA) is a human condition. VUCA permeates and impacts decision-making in a multitude of ways, beyond researchers’ previous understanding. The innovation generated through this paper resides in a set of propositions that will accelerate progress in the theory, method, and practice of decision-making. View Full-Text
Keywords: non-rational; decision-making; intuition; mindfulness; wisdom; organizational space; social improvising non-rational; decision-making; intuition; mindfulness; wisdom; organizational space; social improvising
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This is an open access article distributed under the Creative Commons Attribution License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. (CC BY 4.0).

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Robinson, J.; Sinclair, M.; Tobias, J.; Choi, E. More Dynamic Than You Think: Hidden Aspects of Decision-Making. Adm. Sci. 2017, 7, 23.

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