Organizational heuristics and firms' sensemaking for climate change adaptation
研究了英国关键基础设施供应商如何利用组织启发式（经验法则）来理解气候事件并制定适应策略，发现这些规则虽有时合理，但也可能造成偏差，导致低效决策。
Abstract The complexity and uncertainty of climate change pose unique challenges to the development of corporate adaptation strategies. Climate adaptation requires organizations to rely on sensemaking to understand climate events, implications for their operations, and develop a response. Organizational heuristics can support sensemaking by simplifying decisions and reducing cognitive effort but also hinder it by creating bias and errors that lead to inefficient decisions. This paper analyzes how firms use organizational heuristics when making decisions on climate change by empirically investigating the adaptation responses of key infrastructure providers in the United Kingdom. Looking at selection, prioritization, procedural, and temporal heuristics, we examine how firms make sense of climate events and develop their responses accordingly. The analysis shows that while these rules‐of‐thumb are sensible in some instances, they can create biases, too, that may deflect responsibility or create a false sense of security leading to inefficient adaptation decisions.