DECISION-MAKING: how poor decisions get made 2 Error-prone tactics in_2- major decisions: * neglect key stakeholders + misuse evaluations 3 « false or weak consensus * railroad + deny/cover up working signs «prematurely commit + unresolved conflicts in final process to decision DISTORTING IGNORING our thinking intuition our behaviours gut-feeling so dreams, symbols, metaphors y over-confidence so ¥ conspiracy of optimism ~ blocking creativity status quo bias y dismissing non-rational by doing y already sunk costs, so continue opposite ~ herding y disbelieving anchoring RATIONAL NON-RATIONAL CULTURE POWER go against the mainstream culture: CLASHES IMPACT and CONSEQUENCES between of values hidden agendas * beliefs player differentials * ideology ranking of status ethics turf wars organisational identity self-interest shared myths competitiveness * assumptions incentives and rewards etiquette / behaviours sanctions systems / structures aims / philosophy artefacts adapted from Fuchs and Wolf