The Role of the Subconscious in Executive Decision-Making

Management science is concerning itself a great deal with decision theory at present. The latter provides a framework for the idealized, rational decision-maker.

In actual fact, however, an executive's performance lies on a continuum between that of two people, one of whom makes rational and the other rationalized decisions.

This article examines the role of the subconscious in executive decision-making and gives and discusses some extreme examples. Some controls are discussed on the vagaries of the decisions actually reached. The conclusion is that management science, and particularly decision theory, should concern itself far more with the effect of the subconscious on decisions. Some criteria for possible measurement are suggested.