Opening up Decision Making: The View from the Black Stool
批评组织决策研究三十年来陷入具体化、非人化和孤立化三大局限，主张从决策概念、决策者及决策过程三方面打开视野，强调洞察力、历史经验和动态联系，呼吁发展更丰富的理论。
Set on its current course thirty years ago by Herbert Simon’s notions of bounded rationality and sequential stages, the research literature of organizational decision making is claimed in this paper to have suffered from three major limitations labeled reification, dehumanization, and isolation. In particular, it has been stuck along a continuum between the cerebral rationality of the stage theories at one end and the apparent irrationality of the theory of organized anarchies at the other. This paper seeks to open up decision making in three respects. First, the concept of “decision” is opened up to the ambiguities that surround the relationship between commitment and action. Second, the decision maker is opened up to history and experience, to affect and inspiration, and especially to the critical role of insight in transcending the bounds of cerebral rationality. Third, the process of decision making is opened up to a host of dynamic linkages, so that isolated traces of single decisions come to be seen as interwoven networks of issues. The paper concludes with a plea to open up research itself to the development of richer theory on these important processes.