Algunas Interferencias en el Proceso Decisional | Alberto Levy Blog :: En la punta del viento

Alberto Levy. Director de Consultoría, Innovation & Growth. Deloitte Latin America Countries Organization

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Algunas Interferencias en el Proceso Decisional

por Alberto Levy | 25 de Julio de 2008 | Cognición

Las decisiones estratégicas metodológicamente viciadas se caracterizan por:

  • Omitir la determinación de los propósitos perseguidos y de las alternativas disponibles;
  • Evitar la búsqueda exhaustiva de la información relevante;
  • Interpretar selectivamente la información disponible, estableciendo conexiones lineales y mecánicas que impiden comprender el emergente sistémico;
  • Descartar de manera prematura alternativas;
  • Evaluar superficialmente los costos, riesgos y beneficios de la solución elegida; y
  • Considerar y prever de modo rudimentario la ejecutabilidad y la contingencia.

Se trata de síntomas que remiten a trastornos cognitivos, agudizados por la complejidad creciente y las discontinuidades que los escenarios actuales ofrecen. Esta es la razón por la cual el modelo de organización burocrático —vigente aún hoy en muchos SSTCs (Sistemas Sociotécnicos Complejos)— constituye una estrategia adaptativa inviable, porque uno de sus principales supuestos consiste en la estabilidad del entorno. El abandono de este supuesto real, no declarativo, implica una transformación profunda de las teorías en uso fundada en un cambio del paradigma representacional o conceptual (sus mapas mentales). La condición de posibilidad de dicho cambio es el desaprendizaje y su consecuencia, el rediseño cognitivo del sistema.



18 comentarios para “Algunas Interferencias en el Proceso Decisional”

  1. Muy interesante el post!
    Considero que lo que sucede es que muchos directivos mantienen un paradigma limitado (pensamiento lineal, análisis selectivo de la información, decisiones basadas en la estabilidad, etc.) ya que este tipo de mapas mentales les produce seguridad. El cambio de mentalidad que se requiere implica asumir un liderazgo en un contexto de incertidumbre y de cambio continuo. Cambiar esta forma de pensar, tanto de los directivos como de la empresa en su conjunto, implica abandonar la comodidad y pegar un salto a lo desconocido. Esta no siempre es una tarea sencilla.

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