Heuristics and Evidences Decision (HeED) Making: a Case Study in a Systemic Model for Transforming Decision Making from Heuristics-Based to Evidenced-Based

Tariq Mahadeen, Kostas Galanakis, Elpida Samara and Pavlos Kilintzis ()
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Tariq Mahadeen: Nottingham Trent University
Kostas Galanakis: Nottingham Trent University
Elpida Samara: University of Western Macedonia
Pavlos Kilintzis: Univeristy of Western Macedonia

Journal of the Knowledge Economy, 2021, vol. 12, issue 4, No 7, 1668-1693

Abstract: Abstract Studies refer to Heuristics and Evidences Decision Making approaches in a comparative manner; however, it is identified that these two approaches are inseparable and are applied in parallel. The objective of this paper is to provide a qualitative analysis of a systems thinking framework that defines a transition path from either a heuristic dominated or evidence-based dominated decision-making approach to a balanced one. The aims are to demonstrate the stages of change and prepare managers and executives for the resistance that will be evident during the transition. We do not claim that this is the only path of change; however, it provides a structured model that can be repeated under similar context. We use abductive reasoning in order to make logical inferences and construct the framework’s theory based on a case study company, and then system dynamics that help us proceed to the modeling approach of this framework. The holistic modeling approach reveals the need to base decision making in both evidence and heuristics. Furthermore, it demonstrates actions to manage resistance and to make this system a self-regulated and continuous decision-making tool.

Keywords: Heuristics; Evidence-based decision making; Change process; Resistance to change; System dynamics modeling (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (1)

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DOI: 10.1007/s13132-020-00688-4

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