ABSTRACT
This chapter suggests that people do not make decisions in a completely analytical, rational fashion, but become involved in the decision process differentially depending on the perception they have of the issue. Though this modification suggests some human override on a purely analytic process, it still smacks of a highly rational perspective of the policy process. Professional arrogance suggests that thinking in a particular way automatically results in better decisions; clearly a non sequitur. In the most distilled form, executive branch policy decisions may be seen as decisions on how to implement the laws passed by the legislative branch. Vertical thinking is selective; lateral thinking is generative. Vertical thinking moves only if there is a direction in which to move; lateral thinking moves in order to generate a direction. With vertical thinking one concentrates and excludes what is irrelevant; with lateral thinking one welcomes chance intrusions.
