Big decisions and a culture of decisionmaking

Martin H. Krieger

Journal of Policy Analysis and Management, 1986, vol. 5, issue 4, 779-797

Abstract: “Big” decisions are defined as discontinuous, abrupt, and unique, in contrast to “little” decisions, which are marginal, commensurable, and additive. We can model big decisions, as well as a wider range of little decisions, if we enlarge our notion of decisionmaking to include legal interpretation, rites-of-passage ritual and conversion experience, heroic leadership, critical judgment of works of literature and art, and entrepreneurship. These models are exemplary of a more encompassing “culture of decisionmaking,” involving six practices: marginalism, untouchableness, gaps, action, judgment, and entrepreneurship. Although big decisions may often be reduced to sets of little decisions, when a decision is treated as big it becomes a powerful mode of initiation, commitment, and justification of a project.

Date: 1986
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Persistent link: https://EconPapers.repec.org/RePEc:wly:jpamgt:v:5:y:1986:i:4:p:779-797

DOI: 10.1002/pam.4050050407

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