TY - JOUR
T1 - Heuristics and Evidences Decision (HeED) Making
T2 - a Case Study in a Systemic Model for Transforming Decision Making from Heuristics-Based to Evidenced-Based
AU - Mahadeen, Tariq
AU - Galanakis, Kostas
AU - Samara, Elpida
AU - Kilintzis, Pavlos
N1 - Publisher Copyright:
© 2020, Springer Science+Business Media, LLC, part of Springer Nature.
PY - 2021/12
Y1 - 2021/12
N2 - Studies refer to Heuristics and Evidences Decision Making approaches in a comparative manner; however, it is identified that these two approaches are inseparable and are applied in parallel. The objective of this paper is to provide a qualitative analysis of a systems thinking framework that defines a transition path from either a heuristic dominated or evidence-based dominated decision-making approach to a balanced one. The aims are to demonstrate the stages of change and prepare managers and executives for the resistance that will be evident during the transition. We do not claim that this is the only path of change; however, it provides a structured model that can be repeated under similar context. We use abductive reasoning in order to make logical inferences and construct the framework’s theory based on a case study company, and then system dynamics that help us proceed to the modeling approach of this framework. The holistic modeling approach reveals the need to base decision making in both evidence and heuristics. Furthermore, it demonstrates actions to manage resistance and to make this system a self-regulated and continuous decision-making tool.
AB - Studies refer to Heuristics and Evidences Decision Making approaches in a comparative manner; however, it is identified that these two approaches are inseparable and are applied in parallel. The objective of this paper is to provide a qualitative analysis of a systems thinking framework that defines a transition path from either a heuristic dominated or evidence-based dominated decision-making approach to a balanced one. The aims are to demonstrate the stages of change and prepare managers and executives for the resistance that will be evident during the transition. We do not claim that this is the only path of change; however, it provides a structured model that can be repeated under similar context. We use abductive reasoning in order to make logical inferences and construct the framework’s theory based on a case study company, and then system dynamics that help us proceed to the modeling approach of this framework. The holistic modeling approach reveals the need to base decision making in both evidence and heuristics. Furthermore, it demonstrates actions to manage resistance and to make this system a self-regulated and continuous decision-making tool.
KW - Change process
KW - Evidence-based decision making
KW - Heuristics
KW - Resistance to change
KW - System dynamics modeling
UR - http://www.scopus.com/inward/record.url?scp=85090145515&partnerID=8YFLogxK
U2 - 10.1007/s13132-020-00688-4
DO - 10.1007/s13132-020-00688-4
M3 - Article
AN - SCOPUS:85090145515
SN - 1868-7865
VL - 12
SP - 1668
EP - 1693
JO - Journal of the Knowledge Economy
JF - Journal of the Knowledge Economy
ER -