The Consequences of Decision-Making

The Consequences of Decision-Making

The Consequences of Decision-Making

The Consequences of Decision-Making

Synopsis

Nils Brunsson is one of the leading European organization theorists who has written and researched decision-making in organizations. He has often questioned the rationality of decision-making, and argued that it is as important to understand other consequences of decision-making apart from choice - such things as mobilizing action, allocating responsibility, and legitimizing organizations. These consequences of decisions can influence decision-making and the assumptions about feasible norms that provide their context. Decisions often run counter to actions and are part of what Brunsson calls organizational hypocrisy. Decisions can substitute for action, or decrease the probability of the action they call for. The norm of rationality is far from obvious: sometimes decision-makers can recommend systematic irrationality. This book collects together a wide-range of Nils Brunsson's most important writing on decision-making, brought together in one volume for the first time, with anintroduction from the author.

Excerpt

This book contains a collection of articles on a common theme: the role of decisions in organizations. The articles have been published elsewhere, and I have not changed any of them, however tempted I have sometimes been. The articles reflect a continuous discussion of a limited number of ideas over a long period. Yet, there is much more to do. I hope that the ideas presented here can stimulate further theorizing about the causes and consequences of decisions.

Nils Brunsson Ingeby, September 2006 . . .

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