Linearity Bias - De Langhe et al warns us that adopting the linearity assumption in decision-making is way too simplistic can lead management to make serious mistakes (and worse, being surprised by the results).

Snowden and Boone take a laser-like focus on the situational framework in which organizational decisions are made. They note that the situational /contextual frameworks can often be complex and possibly fluid. They categorized the range of these decision frameworks from simple, to complicated, to complex, to chaotic.

Using the knowledge gained from this course (and from these articles)

• Evaluate the often tried approach of adopting past solutions to similar problems encountered today? Is this a form of linear thinking or not?
• Why is linear thinking dangerous?
• Whether the application of the tools of rational economics lead to "better decisions", across all contextual frameworks?
• What about human behavioral responses and organizational discipline in each of these frameworks?