The role of mindsets in decision-making

Abstract

The purpose of this paper is to aid decision-makers’ work by highlighting the impacts of mindsets and their shifts across decision phases. This is achieved by a literature review and the integration of relevant scientific publications into the present article. Mindset theory of action phases (MAP) identifies four phases of decision-making: predecisional, pre-actional, actional and post-actional. Each phase targets efficient goal pursuit, therefore each has its dominant mindset that best fits the needs of the given phase. When in the pre-decisional phase, we are moved by our motivation to set a meaningful goal. Volition supersedes this motivation as we enter the action planning phase. The consequences are profound for decision-makers. Every phase must be implemented appropriately in the interest of optimal goal attainment. Likewise, misfits between mindsets and decision phases, too little or too much of any mindset may undermine decisions in distinct ways. Mindsets can be induced in order to temporarilyadjust personal dispositions. Training people on mindsets and decision phases can
improve organizational decision-making.