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The Decision-Maker

What are the consequences for organisations, when they assign to or (rather) expect decisions to be made by one person (see hierarchy and decision-making). This is because every person is overtaxed with organisational decisions. Nobody can maintain an overview about what flows into ‘their’ decision (and what does not), what others are deciding at the same time and what effect this has.

If it is, nevertheless, ‘done like this’, as if the decision-maker could know what he is deciding, then it is particularly important that

• important decisions also presuppose important decision-makers (so that the formation of hierarchy is inevitable),

• much depends upon the abilities of the decision-maker and what he can take into account in his decision (keyword: limited rationality) and how he communicates it,

• safe-guarding strategies are connected with decisions, in order to limit the risk for the person, • the ability to decide is an important component for the attainment of leadership positions and

• the ability of the decision-maker to deal with resistance, boycotts, and the withholding of agreement gains significance.