Critical Decisions

Richard M. Adler
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Richard M. Adler: DecisionPath

Chapter Chapter 2 in Bending the Law of Unintended Consequences, 2020, pp 15-29 from Springer

Abstract: Abstract Bending the Law of Unintended Consequences explores the problem of improving critical decisions and their outcomes. This chapter sets the stage for this inquiry by defining criticality and explaining why it is so difficult to make critical decisions effectively. Section 2.1 explains criticality by proposing four defining criteria and then providing illustrative examples. Section 2.2 explains how these four defining criteria complicate the lives of critical decision-makers. Section 2.3 argues that decision-making should be viewed as a process rather than an event, and it presents a reference model for that core business process. Section 2.4 argues that existing approaches for making critical decisions are ineffective at protecting businesses from the Law of Unintended Consequences.

Keywords: Unintended Consequences; Critical decisions; Decision-making process (search for similar items in EconPapers)
Date: 2020
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-030-32714-9_2

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DOI: 10.1007/978-3-030-32714-9_2

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