Organizational Decsion Making

The frame of reference for this comparative analysis involves looking at the similarities and differences between the naturalistic decision-making framework (NDM), and several other decision-making frameworks, including adaptive decision -making, fast-and-frugal heuristics, dynamic decision making, judgment and decision making, organisational decision making, intuition, and expertise, to compare each framework in turn against the NDM framework. The comparison takes part within a context to compare the frameworks under an umbrella of terms, to understand how each framework might extend or be used alongside the NDM framework with respect to the umbrella of terms.

All prospects are, by definition, futures-based. The future, in its multiple possible forms, is the only possible time in which prospects could exist and the only possible period in which they may be realised. Yet the urgency of the present – ever-reducing and narrowing to today, the moment and this instant – is a powerful drawcard for attention. The insistence of the moment presents itself with now-or-never type opportunities and risks. It seduces us with short-term certainties, stopgap controls and interim, makeshift fixes which offer a semblance of efficacy. Three broad access points for the advancement of new thinking re identified. The back-to-basics fallacy is debunked. A hierarchy of futures thinking is illustrated.