Group and Organization Management
This study examines how managers make strategic decisions efficiently and simultaneously build the consensus often required to implement decisions successfully. The findings suggest that groups employed 2 critical processes - one substantive/cognitive and the other symbolic/political - to achieve high levels of efficiency and consensus. On the substantive dimension, they gradually structured complex problems by making a series of intermediate choices about particular elements of the decision. On the symbolic dimension, they took steps to preserve the legitimacy of the decision-making process. The present study's findings also imply that the more effective groups treated closure as a process that began to unfold even during the early stages of a decision. When groups established evaluation criteria, they had begun to plant the seeds for a durable closure and a strong consensus. These findings provide new insights into how decision makers employ simplification processes to solve complex problems.
Recommended CitationRoberto, Michael A., "Strategic Decision-Making Processes: Beyond the Efficiency-Consensus Tradeoff" (2004). Management Department Journal Articles. Paper 14.