Towards an Experiential Model of Problem Initiated Decision Making

Abstract

Solving problems through effective and efficient management decision making is crucial to managerial and organizational success. Regrettably, many decision making and problem solving models in the literature are limited in improving organizational practice. While the degree of complexity and specificity has grown substantially in the attempt to place this process squarely in the realm of science, the extent of general efficacy has regressed, as the experiences of practicing managers are rarely incorporated. Accordingly, we examined twelve of the most common decision making issues described by managers to offer an experiential model of problem initiated decision making.