The Decision-Making Process in a Complex Situation

Alex Bennet and David Bennet
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Alex Bennet: Mountain Quest Institute
David Bennet: Mountain Quest Institute

Chapter 1 in Handbook on Decision Support Systems 1, 2008, pp 3-20 from Springer

Abstract: Abstract While all decisions are a guess about the future, as complexity builds upon complexity, decision-makers must increasingly rely on their intuition and judgment. This chapter explores the decision-making process for a complex situation in a complex environment in terms of laying the groundwork for decision-making, understanding and exploring complex situations, discussing human additive factors, preparing for the decision process, and mechanisms for influencing complex situations. Laying the groundwork introduces the concepts of emergence, the butterfly effect, the tipping point, feedback loops and power laws. Mechanisms for influencing complex situations include structural adaptation, boundary management, absorption, optimum complexity, simplification, sense and respond, amplification, and seeding. The challenge becomes the ability to integrate logical processes and intuition…

Keywords: Organizational Learning; Complex Environment; Complex Situation; Emergent Property; Decision Strategy (search for similar items in EconPapers)
Date: 2008
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DOI: 10.1007/978-3-540-48713-5_1

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