consulting
INTERACTIONIST MANAGEMENT
A NEW MODEL FOR DECISION MAKING
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AUDIENCE
- Organisations with 100+ employees
- Relevant for high stakes decisions
- Applications include complex forecasting, recruitment, M&A decisions, strategic planning
CONTENT
The conventional model of reasoning is that we reason to find the truth. That we consciously reason. That good reasoning is logical reasoning.
Evolutionary cognitive science, neuroscience, social psychology, political psychology and organisational behaviour all conclude that’s wrong. The evidence strongly suggests that better decisions do not require smarter people. They require better environments.
Human reasoning did not evolve to find truth. It evolved to justify decisions already made and to persuade others of conclusions already reached. Our decision making mechanisms are socially motivated. We should restructure decision environments to account for biases and facilitate counter-argument.
There are profound implications for corporate decision making here. Substantial competitive advantages. If you’re interested to know the four conditions that undermine decision making and the five interventions that correct them, you should read the White Paper.
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Requires a consulting engagement.
Terms are negotiable.