Introduction
Situational framework peculiar to different organizations impacts decision making regardless of its complexity. However, in complicated, complex, and chaotic contexts, the selection of the correct solution can be challenging because of the many unknown factors and high turbulence (Snowden & Boone, 2007). Under these conditions, the application of the basic tools of rational economics can help to attain better results across all existing contextual frameworks. The employment of these approaches will contribute to the reduction in the uncertainty levels and minimization of the unknown factors that should be considered (Larson, 2016). It means that rational economics remains applicable in different conditions and contexts as it helps to better decision-making and achievement of improved outcomes.
Human behavioral responses and organizational discipline also play an essential role in all frameworks. For simple, complicated, complex, and chaotic contexts leader’s actions preserve the top priority because of his/her ability to impact the situation by its analysis, discussion, and establishment of clear and direct communication between all actors involved in the process. For instance, the extremely high levels of turbulence and fluidity peculiar to a chaotic context can be managed by changing its nature to complex via the reestablishment of order and immediate action (Snowden & Boone, 2007). It also means that the organizational discipline also plays a key role as it provides a leader with an opportunity to distribute tasks and hope for their accomplishment, which is critical for the enhanced outcomes.
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From the information above, one can also acknowledge the high significance of organizational leadership for different contexts mentioned above. Complicated contexts might contain more than one correct answer, which means that a leader has to sense, analyze and respond to this content and select a solution that fits the best (Snowden & Boone, 2007). It demands special experience and enhanced organizational leadership as other team members might support a leader in his/her attempts to investigate the existing situation and select the best possible option by providing demanded information or processing it (Likierman, 2020). Leaders should set goals that will simplify decision-making regarding the current context and motivate other participants to move forward by following accepted decisions.
Finally, big data and data analytics should be considered practical tools to introduce clarity to decision-making. The fact is that majority of big data resources are new and constantly updated. For this reason, analysis of this information can provide leaders with accurate forecasts related to the problem that should be solved regardless of the type of context or its fluidity (McAfee & Brynjofsson, 2012). The central advantage of big data is its existence in various forms, such as messages, updates, or messages in social media (McAfee & Brynjofsson, 2012). All these elements can contribute to the creation of the complete image of a particular aspect and its improved understanding (Troyanos, 2018). It also means that data analytics is a potent tool that contributes to the creation of a framework characterized by the availability of relevant information vital for improved decision-making.
Conclusion
Altogether, the situational framework of the organization is a factor that impacts decision-making and outcomes. The existence of simple, complex, complicated, and chaotic contexts means that leaders might face multiple challenges when selecting an appropriate solution. The improved organizational discipline, along with the employment of big data and data analytics, might help to impact decision-making and attain better outcomes due to the selection of correct options for future development.
References
Larson, E. (2016). A checklist for making faster, better decisions. Harvard Business Review. Web.
Likierman, A. (2020). The elements of good judgement. Harvard Business Review, 103-111.
McAfee, A., & Brynjofsson, E. (2012). Big Data: The management revolution. Harvard Business Review, 61-68.
Snowden, D., & Boone, M. (2007). A leader’s framework for decision making. Harvard Business Review, 69-76.
Troyanos, K. (2018). How to make sure you’re not using data just to justify decisions you’ve already made. Harvard Business Review. Web.