ABSTRACT
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A good decision accomplishes several things simultaneously. It not only marshals the correct
resources to achieve a certain outcome, but also eliminates the road blocks that seem to hamper
goal achievement; and if it is a really superb decision, it increases the ability of the organization
to garner future resources while stabilizing and strengthening a productive work culture that
would be characterized by its capacity and will for participating fully in the emergence of the
organization as a viable social institution. Conventionally, however, this definition of effective
decision making both demands and assumes a high degree of certainty in the ability to identify the
links between cause and effect in the workplace and in its broader environment. In turn, this
perceived need for certainty has produced ample leadership studies that assume rational actors,
playing predictable games to gauge how to manipulate the organizational landscape appropriately
(Zinman, 2003). The new sciences of complexity, on the other hand, make this perception
incomplete and somewhat less than rational.
