Preventing decision debacles

Ambiguity, uncertainty, and conflict create tough decisions. Cases are used to show how unrecognized tough decisions can become debacles, identifying some of the causes of bad decision practice. A decision-making process that draws together many ideas that are not incorporated in any current approach is offered to provide avenues for improved practice. The cases are used to show how ambiguity, uncertainty, and conflict could have been handled by following the prosposed decision process. Decision makers are encouraged to turn their attention from ‘the what’ to ‘the how’ of decision making.