Decision-making, problem-solving and organizational learning

David Dery*

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

32 Scopus citations

Abstract

Problem-solving behavior is normally depicted within a decision-making approach. The maze has been advanced as a suitable abstract model for most kinds of decision-making and problem-solving activity. Rather than relate to managers as decision-makers-as those who primarily explore mazes-my proposal is to consider their role in maze-building. The paper discusses a number of deficiencies in current decision-making concepts, primarily those that neglect to account for goal setting and resetting. The paper then concludes with implications for the notion of organizational learning.

Original languageEnglish
Pages (from-to)321-328
Number of pages8
JournalOmega
Volume11
Issue number4
DOIs
StatePublished - 1983

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