Despite their better judgment, decision-makers such as managers often don’t pick what is objectively the best option. Instead, they opt for a safer alternative that protects them against negative repercussions. A research team from the Max Planck Institute for Human Development has investigated how often decision-makers make such defensive decisions and how this behavior is fueled by a negative error culture and a lack of open communication. To this end, they surveyed 950 managers from the public sector. Their findings have been published in the journal Business Research.
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Source: Phys.org