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

Author

Listed:
  • Jennifer Robinson

    (School of Management, Cranfield University, Cranfield MK43 0AL, UK
    These authors contributed equally to this work.)

  • Marta Sinclair

    (Department of International Business and Asian Studies, Griffith University, Nathan QLD 4111, Australia
    These authors contributed equally to this work.)

  • Jutta Tobias

    (School of Management, Cranfield University, Cranfield MK43 0AL, UK
    These authors contributed equally to this work.)

  • Ellen Choi

    (Ivey Business School, Western University, ON N6G 0N1, Canada
    These authors contributed equally to this work.)

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.

Suggested Citation

  • Jennifer Robinson & Marta Sinclair & Jutta Tobias & Ellen Choi, 2017. "More Dynamic Than You Think: Hidden Aspects of Decision-Making," Administrative Sciences, MDPI, vol. 7(3), pages 1-29, July.
    • Handle: RePEc:gam:jadmsc:v:7:y:2017:i:3:p:23-:d:104769
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    References listed on IDEAS

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    Cited by:

    1. Mariano, Stefania & Laker, Benjamin, 2024. "On-the-fly decision making within organizations: A systematic literature review and future research directions," Journal of Business Research, Elsevier, vol. 174(C).
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    4. Cherise Small & Charlene Lew, 2021. "Mindfulness, Moral Reasoning and Responsibility: Towards Virtue in Ethical Decision-Making," Journal of Business Ethics, Springer, vol. 169(1), pages 103-117, February.

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