Rethinking the Decision-Making Process in Organizations: New Perspectives on Decision-Maker Identification, Omission, and Feedback

Abstract

This article addresses the decision-making process in organizations, highlighting gaps in the classical rational model described by Sebastião Teixeira (2011, 2013), which, although systematic, does not explicitly consider the identification of the decision-maker nor the role of omission and feedback in managing uncertainty. The main problem lies in contemporary organizations’ difficulty in ensuring responsible, effective decisions aligned with hierarchical levels and competencies, particularly under pressure, limited information, or high uncertainty. The objective of this study is to propose a theoretical-methodological enhancement of the decision-making process by integrating the preliminary step of identifying the decision-maker and the interpretative approaches “Not deciding is also a decision” and “Every decision is correct before feedback,” aiming to strengthen responsibility, organizational learning, and decision effectiveness. The research is based on documentary analysis and systematic literature review of classical and contemporary works on management, decision-making, and organizational learning, including authors such as Simon, Mintzberg, Drucker, Argyris & Schön, and the selected editions of Teixeira, focusing on managers and organizational structures as the reference population and considering practical applicability across hierarchical levels. The significance of this research lies in its contribution to a critical understanding of the decision-making process, offering tools to help managers identify responsibilities, consider the implications of omission, and use feedback as a learning instrument, thereby enhancing organizational capacity to adapt and innovate when facing complex challenges.