The Quality of Managerial Decisions: Institutional Barriers and Filters
The paper is devoted to some rampant mistakes in decision-making process, and to institutional filters impeding proper decision-making. The main filters of such kind are: 1) overevaluation of adoption costs that leads to path dependency; 2) reluctance of qualified personnel to learn by alien experience; 3) irrational copying of some alien experience (the so-called false benchmarking); 4) underestimation of hystheresis in controlled dynamic systems; 5) clustering a governed team into “promoted” ones and “casted away”; 6) horror of getting back. The identified euristical principles make it easy both to construct the decision space and optimize the managerial choice framed by current circumstances. Timely discussion of those euristics permits to increase the quality of education of specialists majoring in governance and management.