Framing Strategic Decisions
基于352个战略决策案例，发现决策由利益相关者的诉求启动，绩效导向的诉求和共识性期望能提升决策成功率，而限制性框架会降低成功率。
Forces that set in motion a strategic decision making process were uncovered from 352 strategic decisions. Decision making was initiated by claims from stakeholders that pointed out salient concerns and difficulties and prompted directions to be set that guided a search for ways to respond. The study identified the types of claims and directions that prompted action and how these claims and directions influenced decision making success, looking for best practices. Success improved when claims were performance based and when the search for alternatives was directed by agreed upon performance expectations. Success declined when claims and directions inadvertently limited search or framed the strategic choice as an action to be taken.