The three primary drivers of errors in strategic decision-making are assumptions, power/group dynamics and bias (or intuition). 1. Assumptions ...

Rational decision-making, a cornerstone of successful leadership, involves a thoughtful, logical approach to problem-solving and a commitment to evidence-based choices.

The second assumption of the rational model is that individuals' preferences are well‑defined and constant over time. This simply means that there are no ‘jumps’ in people’s preferences ...

2. Test your thinking. Lay out the reasons for the decision you propose, then inquire about the assumptions that underlie each. Far better to discover what is solid and what is wishful thinking.

Data-rational decision-making should be the default in most organizations, particularly when they reach critical moments in their lifecycles. Achieving this requires a deliberate shift in culture ...

And, of course, the great question: Are we rational? Texts we will use and discuss include Gerd Gigerenzer's Risk Savvy: How to Make Good Decisions (Penguin) and Keith E. Stanovich's Decision Making ...

Wiedenfels emphasized that WBD has looked at "various permutations" and has a fiduciary duty to evaluate all opportunities. "We're going to be rational in our decision making," he added.

And, of course, the great question: Are we rational? Texts we will use and discuss include Gerd Gigerenzer's Risk Savvy: How to Make Good Decisions (Penguin) and Keith E. Stanovich's Decision Making ...