ABSTRACT
Decision integrity as concept, method and state of mind deeply enriched by the anticipatory present moment and its supporting principles offers a calmness in the midst of turbulence and thus the ‘ox’ is tamed. But what may be accomplished by the individual in their own experience and practice is inadequate for the Anthropocene hyperturbulence. Decision integrity, as a management capability can only be developed by its practice. It requires the courage to take decisions and ethical responsibility in the face of consciously recognised undecidable uncertainties. From the perspective of both second-order cybernetics and enactive cognition, the separation of decider from decision field is a misleading construct. They are inseparably bound together and the pathway taken by the decider is reciprocally bound up with the decision field and the outcome of any decision. The implication in management science is that the properties of the decision-maker shall not enter the analysis of the decision space.
