ABSTRACT
Problem solving and decision making in schools is a time consuming, mentally rigorous, and emotionally exhausting process. Herbert A. Simon, an American social scientist, synthesized his knowledge of political science, sociology, psychology, and anthropology into a key economic theory. Seeing decision making and rationality cutting across all social sciences, Simon wanted to understand both phenomena. Simon introduced the satisficing and simplifying concepts to organizational decision making. Simon believed that decision making requires both analytic and intuitive approaches to problem solving. Simon's bounded rationality theory accepts limits on humans' abilities to comprehend and manipulate large amounts of information. Since effective problem solving and decision making are key leadership competencies, developing useful mental models can help future principals act more competently and successfully. For school leaders, these mental models should include the following key ideas: problems, individuals, and situations/environments differ; decision making is a process; and each decision model can add insights that improve school leaders' decision-making success.
