This article was first published in Harvard Business Review and is available via subscription.
Corporate decision making is not merely an exercise in data aggregation and algorithmic analysis. Humans have abilities that give them an innate advantage over machines. Martin Reeves, Mihnea Moldoveanu, and Adam Job identify eight nuanced dimensions—such as imagining possible alternatives and judging the feasibility of solutions—that factor most into leaders’ decisions.
However, these human abilities are often untrained, impulsive, or implicit. To elevate decision-making processes and help leaders rise to the challenge, the authors outline five skills that organizations should actively codify and foster.