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The Logic of Tact: How Decisions Happen in Situations of Crisis

机译:机智的逻辑:危机情况下的决策如何发生

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The mass migration of refugees in the fall of 2015 in Europe posed an immense humanitarian and logistical challenge: exhausted from their week-long journeys, refugees arrived in Vienna in need of care, shelter, food, medical aid, and onward transport. The refugee crisis was managed by an emerging polycentric and intersectoral collective of organizations. In this paper, we investigate how leaders of these organizations made decisions in concert with each other and hence sustained the capacity to act as collective. We ask: what was the logic of decision-making that orchestrated collective action during the crisis? In answering this question, we make the following contribution: departing from March's logics of consequences and appropriateness as well as Weick's work on sensemaking during crisis, we introduce an alternative logic that informed decision-making in our study: the logic of tact. With this concept (a) we offer a better understanding of how managers may make decisions under the condition of bounded rationality and the simultaneous transgression of their institutional identity in situations of crisis; and (b) we show that in decision-making under extreme pressure cognition is neither ahead of action, nor is action ahead of cognition; rather, tact explicates the rapid switching between cognition and action, orchestrating decision-making through their interplay.
机译:2015年秋季,难民在欧洲的大规模迁移构成了巨大的人道主义和后勤挑战:由于一周的旅途疲惫,难民抵达维也纳,需要照料,住房,食物,医疗援助和后续运输。难民危机由新兴的多中心和跨部门的组织集体管理。在本文中,我们研究了这些组织的领导者如何相互决策,从而保持了集体行动的能力。我们问:在危机期间精心策划集体行动的决策逻辑是什么?在回答这个问题时,我们做出了以下贡献:背离了March的后果和适当性逻辑以及Weick在危机期间进行感官分析的工作,我们引入了一种替代性逻辑,为我们的研究提供了决策依据:机智逻辑。通过这个概念(a),我们可以更好地理解管理者在有限理性的情况下如何做出决策,并且在危机情况下其机构身份同时受到侵犯; (b)我们表明,在极端压力下的决策中,认知既不是先于行动,也不是先于行动;相反,机智说明了认知与行动之间的快速切换,并通过它们之间的相互作用来协调决策。

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