Living in the tension: an organisational decision-making framework and paradigm

ABSTRACT

This paper presents an innovative approach to organizational decision-making, situating it within the individual, social, and societal tensions involved in the apprehension and realization of value. Decision-making is conceptualized as a structure of experience- and practice-based cognitive, social, and practical capacities of individuals, groups, and societies. We define decision-making entities (DMEs) as subjects of experience, sources of intention and agency, and objects of reflection, learning, and development. DMEs grow in capacity alongside participating stakeholders by authentically engaging with and focusing on concrete projects to apprehend and realize value within specific organizations and societies. This capacity is enhanced by context-based intelligent assistant support (CIAS). The framework integrates cognitive science, social learning theories, and AI, offering a comprehensive model for decision-making that leverages human and artificial intelligence for societal benefit.

KEYWORDS:

• Decision-Making-Entity (DME) organisational decision-making framework
• decision-making as capacity to apprehend and realise value
• Context-based Intelligent Assistant Support (CIAS)
• learning and growth as mutual self-mediation
• societal impact
• business education

Disclosure statement

No potential conflict of interest was reported by the author(s).