Who would study psychology unless they had some issues?! Chapter 950 747

After simply summarizing the report Chonghui submitted earlier, Nan Zhubin looked into Boss Wang's eyes and concluded.

"At that ti we had this recomndation, and I still stand by it now."

"Also, as the head of the EAP project, this is the only advice I can give you."

Now, Nan Zhubin had "explained" enough.

...

Nan Zhubin actually understood why Boss Wang hadn't adopted the project team's report earlier, and why he was now issuing completely unprofessional orders to the legal director.

In "Managent Psychology," there is a concept called the "Rational Decision-Making Model," which is generally used to describe the theoretical frawork of the decision-making process under ideal conditions.

The "Rational Decision-Making Model" advocates that decision-makers should follow systematic logical steps. When making decisions, decision-makers should start by accurately defining the problem, clarifying decision goals, listing all possible options, and predicting the consequences of each option based on complete information, ultimately choosing the optimal solution that maximizes "utility."

This model emphasizes the objectivity, calculability, and optimality of decisions, and is considered a normative benchmark for decision-making.

Academically, the "Rational Decision-Making Model" is also called the "Perfect Decision-Making Model" because it theoretically eliminates all uncertainties, ti pressures, and human weaknesses in reality, depicting an idealized rational state.

However, those who have worked in society rarely see even a trace of this model in their leaders.

Even scholars who study managent psychology rarely make rational decisions themselves when faced with decision-making.

Because the establishnt of the "Rational Decision-Making Model" relies on several strict assumptions and places high demands on the decision-maker:

1. It requires that the decision-maker have a fully consistent understanding of the goal;

2. It requires the decision-maker to obtain all accurate information relevant to the decision;

3. It requires the decision-maker to have the ability to identify all possible alternative options;

4. It requires the decision-maker to have strong cognition and computational abilities to evaluate the consequences of each option;

5. It requires that the sole criterion for decision-making is the pursuit of maximum economic benefit or utility, unaffected by personal emotions, morality, or cognitive biases.

It's almost impossible for real-world managers to et the above five conditions.

Even the ability to et one or two is considered a rare good leader. Most so-called leaders don't have even one condition.

In reality, decision-makers are usually in a "state of bounded rationality." After all, human cognitive abilities are limited and cannot process unlimited information; there are too many uncertainties and information asymtries in the real environnt, making it impossible to foresee all consequences; and organizational decisions are often constrained by ti, cost, and political factors.

Therefore, the so-called "Rational Decision-Making Model" more often has only academic significance. Or decision-makers hang it up as a role model to spur themselves on.

In response to the limitations of the rational model, scholars proposed the "Administrative Decision-Making Model."

This model advocates that due to incomplete information, limited cognitive ability, and ti and cost constraints in reality, managers cannot pursue the "optimal solution" and instead seek a "satisfactory solution."

In most cases, the decision-maker's decision-making process will stop at finding a good enough solution that ets basic standards, rather than exhausting all possibilities.

The focus is on "satisfaction."

Therefore, the "Administrative Decision-Making Model" is also called the "Satisfactory Decision-Making Model."

This theory probably explains why there are so many despairing leaders in reality.

Like Boss Wang in front of them.

...

At this mont, the Legal Director, HR Director, and Chen Lizhou looked at Nan Zhubin, their pupils trembling.

Since they joined the company, no one had ever faced Boss Wang's decisions with such a response.

This young man—

But it wasn't just a matter of youth. After all, Nan Zhubin was not a formal employee of the company but a mber of an external consulting team.

Therefore, there were things Nan Zhubin could say that others couldn't.

But even as an external team mber, Nan Zhubin's recent "explanation" was really quite bold.

And there was also a kind of liberation, although not very unrestrained, as if looking down from a higher place.

The Legal Director beside him adjusted his glasses, suddenly exhaling a long breath.

"...Hiss—hoo—"

And Boss Wang began to breathe even more deeply.

His forehead had turned as red as his neck. If Boss Wang were ten years older, those present might have had to consider the possibility of calling for an ambulance.

"Heh... ha..."

But then, surprisingly, Boss Wang forced a couple of laughs.

Nan Zhubin could see the other's hand clench and release, not in a fist, but as if wanting to grasp sothing.

If it were a passerby, Nan Zhubin would probably be calling on Chonghui right now.

But Boss Wang was, after all, a man in a suit sitting at the top of an office building.

Although his decision-making tendencies were hard to judge, he still had so basic Qi Cultivation Technique.

He could even grit his teeth to save face: "Xiao Nan... still cares too much about your professional stuff. Data, reports, and whatnot."

"Young people... ha."

After saying this, Boss Wang adjusted quickly.

The flush on his face quickly subsided, leaving only his neck with so remains, and he no longer needed to grit his teeth when speaking.

However, Boss Wang's desire to communicate and even make decisions showed no sign of diminishing.