She creates books that connect historical insight, business thinking, and personal growth into clear, useful ideas.
Nouveauté
Strategic Decision-Making Under Tension. Cognitive Systems That Distort Organizational Decision Architecture and Execution Reliability
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- Nombre de pages495
- FormatePub
- ISBN978-3-565-60256-8
- EAN9783565602568
- Date de parution30/07/2026
- Protection num.pas de protection
- Taille983 Ko
- Infos supplémentairesepub
- ÉditeurEmphaloz Publishing House
Résumé
Strategic decisions fail not from lack of data, but from predictable distortions in how organizations process information. Two cognitive systems operate simultaneously in every leadership team: one fast and intuitive, the other slow and analytical. The tension between these systems creates systematic errors in resource allocation, risk assessment, and competitive positioning.
Organizations that ignore cognitive architecture embed bias into planning cycles.
Fast thinking dominates under time pressure, producing overconfidence in forecasts and anchoring effects that lock teams into initial assumptions. Slow thinking requires deliberate activation, yet most decision frameworks fail to trigger it when stakes are highest. The result: strategic plans built on pattern recognition rather than rigorous analysis. Bias operates at scale. Confirmation loops reinforce existing beliefs, availability heuristics distort probability assessments, and loss aversion skews investment decisions.
These are not individual failures but structural vulnerabilities in how teams synthesize information and commit resources. For European markets where regulatory complexity and stakeholder expectations demand precision, understanding cognitive systems becomes operational necessity. The question is not whether bias exists, but whether leadership structures account for it in governance design and execution monitoring.
Fast thinking dominates under time pressure, producing overconfidence in forecasts and anchoring effects that lock teams into initial assumptions. Slow thinking requires deliberate activation, yet most decision frameworks fail to trigger it when stakes are highest. The result: strategic plans built on pattern recognition rather than rigorous analysis. Bias operates at scale. Confirmation loops reinforce existing beliefs, availability heuristics distort probability assessments, and loss aversion skews investment decisions.
These are not individual failures but structural vulnerabilities in how teams synthesize information and commit resources. For European markets where regulatory complexity and stakeholder expectations demand precision, understanding cognitive systems becomes operational necessity. The question is not whether bias exists, but whether leadership structures account for it in governance design and execution monitoring.
