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Leaders, Decisions, and the Neuro-Knowledge System
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Author(s): Alex Bennet (Mountain Quest Institute, USA), Alex Bennet (Mountain Quest Institute, USA), David Bennet (Mountain Quest Institute, USA)and David Bennet (Mountain Quest Institute, USA)
Copyright: 2010
Pages: 15
Source title:
Cybernetics and Systems Theory in Management: Tools, Views, and Advancements
Source Author(s)/Editor(s): Steven E. Wallis (Director, Foundation for the Advancement of Social Theory, USA)
DOI: 10.4018/978-1-61520-668-1.ch002
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Abstract
Every decision-maker has a self-organizing, hierarchical set of theories (and consistent relationship among those theories) that guide their decision-making process. In support of this thesis the authors explore the following: (1) the development of invariant hierarchical patterns removed from the context and content of a specific situation; (2) the connections among values, beliefs, assumptions and those patterns (a personal theory); and (3) the robustness of those patterns and connections in a complex decision situation. These focus areas are addressed through the following chapter sections: baseline definitions; surface, shallow and deep knowledge; the decision-making process; decision-making viewed from outside the decision-maker; decision-making viewed from inside the decision-maker; anticipating the outcome of actions; hierarchy as a basic property of the decision-making system; advanced decisionmaking: the cortex; and final thoughts. It is also forwarded that the workings of our mind/brain provide a model for decision-making in a complex situation.
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