Organizational Knowledge, Decision-Making, and Unintended Effects: A Critical Analysis of Decision Processes in High-Uncertainty Environments
Organizational Knowledge, Decision-Making, and Unintended Effects: A Critical Analysis of Decision Processes in High-Uncertainty Environments
DOI:
https://doi.org/10.51473/rcmos.v1i2.2025.1462Keywords:
Knowledge Management. Organizational Complexity. Strategic Decision-Making. Institutional Resilience. Adaptive Governance.Abstract
This article investigates the unintended effects of strategic and operational decisions in highly complex institutional environments, focusing on military and public organizations. The analysis combines foundations of knowledge management, complex adaptive systems theory, and the logic of complexity to understand how seemingly rational decisions can trigger systemic failures, operational collapses, or negative externalities. The research builds on previous studies on organizational feedback, adaptive learning, and information governance, proposing a critical model that incorporates mechanisms for risk analysis and control of second-order effects. Using a qualitative theoretical and methodological approach, the study highlights the importance of reflective and cognitive practices in the decision-making process, especially in contexts of institutional instability, situational ambiguity, and pressure for immediate results. The objective is to propose guidelines to prevent or mitigate unexpected consequences and promote greater organizational resilience.
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Copyright (c) 2025 Ramez Andraus Junior (Autor)
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