Heuristics and Evidences Decision (HeED) Making: a Case Study in a Systemic Model for Transforming Decision Making from Heuristics-Based to Evidenced-Based

Abstract

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 decisionmaking tool.

Bounded Rationality a Prelude to Ecological Rationality: A Deeper Look at the Fast and Frugal Heuristic in Leadership

“…Leaders face complex problems, and being agile in determining when to employ various decision-making techniques is a core function of effective leadership. Specifically, Tariq et al (2021) conducted a qualitative case study with leaders to explore a balanced approach that combines classical mathematical modeling and heuristics for more deliberate and comprehensive decision-making. They argue that these two techniques work in tandem for optimal results, giving credence to leadership programs to consider training in fast and frugal heuristics alongside classical decision making.…”