You don't understand how this decision came about? Are you wondering why the desired effect did not occur even though every step was carefully considered? Nothing is discussed more in organizations than decisions. So you feel like waiting for half an eternity for someone to be hit "once", and then it turns out differently than expected, although countless people tried to collect facts beforehand - because facts are supposed to help achieve objectivity. If the outcome of the decision is positive, the person who made it will be given praise to heaven. If the opposite is the case, she may be hunted from the yard. In short, organizations often operate on unsafe ground. How can this all-too-familiar pattern be explained? Wasn't everything purely objective, wasn't it? The authors Klaus Eidenschink and Ulrich Merkes decipher these and other supposed contradictions in relation to decisions that people in organizations encounter on a daily basis. In doing so, they provide explanations that do justice to the dynamics in modern organizations and help to understand them. Instead of prescription formulas, they offer a tailor-made solution that helps even complex and difficult-to-control change projects to be successful.

You don't understand how this decision came about? Are you wondering why the desired effect did not occur even though every step was carefully considered? Nothing is discussed more in organizations than decisions. So you feel like waiting for half an eternity for someone to be hit "once", and then it turns out differently than expected, although countless people tried to collect facts beforehand - because facts are supposed to help achieve objectivity. If the outcome of the decision is positive, the person who made it will be given praise to heaven. If the opposite is the case, she may be hunted from the yard. In short, organizations often operate on unsafe ground. How can this all-too-familiar pattern be explained? Wasn't everything purely objective, wasn't it? The authors Klaus Eidenschink and Ulrich Merkes decipher these and other supposed contradictions in relation to decisions that people in organizations encounter on a daily basis. In doing so, they provide explanations that do justice to the dynamics in modern organizations and help to understand them. Instead of prescription formulas, they offer a tailor-made solution that helps even complex and difficult-to-control change projects to be successful.

You don't understand how this decision came about? Are you wondering why the desired effect did not occur even though every step was carefully considered? Nothing is discussed more in organizations than decisions. So you feel like waiting for half an eternity for someone to be hit "once", and then it turns out differently than expected, although countless people tried to collect facts beforehand - because facts are supposed to help achieve objectivity. If the outcome of the decision is positive, the person who made it will be given praise to heaven. If the opposite is the case, she may be hunted from the yard. In short, organizations often operate on unsafe ground. How can this all-too-familiar pattern be explained? Wasn't everything purely objective, wasn't it? The authors Klaus Eidenschink and Ulrich Merkes decipher these and other supposed contradictions in relation to decisions that people in organizations encounter on a daily basis. In doing so, they provide explanations that do justice to the dynamics in modern organizations and help to understand them. Instead of prescription formulas, they offer a tailor-made solution that helps even complex and difficult-to-control change projects to be successful.