18. THE DECISION-MAKING PROCESS

The definition of decision-making, in its simplest form, is about choosing from the available "Alternatives" by evaluating and comparing the expected outcomes "Payoffs" of each option. A payoff represents the measurable result or consequence of a decision, which can be expressed in terms of profit, cost, efficiency, customer satisfaction, or any other relevant metric. Decision-making becomes especially critical when outcomes are uncertain and when each alternative may lead to different potential consequences. In such situations, it is not always clear which option will yield the best result — if the outcome were certain, there would be no real decision to make. Therefore, decision-makers must carefully analyze all available alternatives, estimate the possible payoffs, and consider the likelihood of different scenarios to make reasonable and rational choices.

A decision-making matrix, also known as a payoff table, is a practical tool used to support decision-making when there are multiple alternatives and uncertain outcomes. It organizes all possible choices, "Alternatives" in rows, and the different conditions or scenarios, "States of Nature" in columns, that might occur. Each cell in the matrix shows the "Payoff" resulting from a specific combination of an alternative and a state of nature. The matrix helps decision-makers systematically evaluate and compare alternatives by visualizing how each option performs under different conditions.

A decision-making matrix can be evaluated using four main techniques, each reflecting a different perspective on risk. The "Maximin" method represents a pessimistic approach; it considers the worst possible payoff for each alternative and then selects the one with the best of these worst-case outcomes. In contrast, the "Maximax" method reflects an optimistic approach; it looks at the highest possible payoff for each alternative and chooses the one with the best highest payoff. The "Laplace" method follows a best average approach, assuming all outcomes are equally likely; it calculates the average payoff for each alternative and selects the one with the highest average value. Lastly, the "Expected Value (EV)" method uses a probabilistic approach; it multiplies each payoff by the probability of its corresponding state of nature, sums these values for each alternative, and selects the one with the highest expected value. These techniques provide a structured way to assess decisions under uncertainty, depending on the decision-maker’s risk tolerance and the availability of probability data.

In conclusion, making good decisions means following a clear process while also considering how much risk you are willing to take. Tools like the decision-making matrix, along with methods such as Maximin, Maximax, Laplace, and Expected Value, help compare different options in a structured way, even when the future is uncertain. In the end, a strong decision comes not just from the numbers, but from understanding what those results mean for your goals, your team, and the situation you are working in.

Article By Amr H. Abayazeed - August 16, 2025.

17. MOVE 37

In 2016, a major breakthrough in artificial intelligence (AI) happened during a game of Go — a board game that originated in China over 2,500 years ago, making it one of the oldest board games still played today. It is known for its simplicity but deep strategic complexity, often considered more challenging than chess — This pivotal moment came when AlphaGo, an AI developed by DeepMind, played a five-game match against Lee Sedol, one of the best Go players in the world. The match attracted global attention because it showed how AI could challenge human intelligence in new and unexpected ways.

In the second game, AlphaGo made a move that became famously known as "Move 37". At first, this move surprised game experts and top Go players, who were watching and observing the match LIVE, because it did not follow the usual strategies that professional players use. Many thought it was a mistake; they even suspected a bug or a glitch in the system. But as the game continued, it became clear that the move was extremely clever and gave AlphaGo a strong advantage.

This move showed that AI could make creative and effective decisions that go beyond human thinking, opening a new chapter in the evolution of AI. This moment became a powerful symbol of how machines can think differently — and sometimes better — than humans in highly complex tasks. It showed that AI is not limited to copying human strategies but is capable of discovering entirely new approaches that humans might never consider. Move 37 was not just a smart move in a board game; it became a historic turning point that changed how people see the potential and the future of AI.

Article By Amr H. Abayazeed - July 29, 2025.

16. YES MEN

In organizational settings, effective decision-making relies on open dialogue, diverse perspectives, and honest feedback. However, some teams develop a culture where employees hesitate to express disagreement or raise concerns. This can give rise to what is commonly known as the "Yes Men" phenomenon. The "Yes Men" refers to individuals — typically subordinates or team members — who consistently agree with their leaders or superiors without offering honest feedback, critique, or alternative viewpoints. These individuals tend to align with every decision or opinion expressed by leadership, regardless of its merit or potential risks. This behavior is often driven by personal interests such as a desire to gain favor, maintain job security, avoid conflict, or out of fear of possible negative consequences, such as being ignored, criticized, or seen as not supportive.

The "Yes Men" culture can severely harm organizations by creating an environment where innovation, accountability, and critical thinking are suppressed. When team members only agree with their boss and hide problems or concerns, leaders may make poor decisions based on unrealistic or inaccurate information driven by misleading data. Over time, this leads to poor performance, missed opportunities, lack of adaptability, and a toxic culture where loyalty is valued over competence. Ultimately, such organizations become inactive, exposed to crises, and disconnected from real-world conditions.

 

To avoid becoming part of a "Yes Men" culture, team members and subordinates should build the courage to speak up respectfully and in a helpful way. Sharing honest opinions, raising valid concerns, and offering alternative ideas are not acts of disloyalty but signs of true engagement and responsibility. It is important to approach disagreements with professionalism, support feedback with facts, and focus on solutions rather than criticism. Once all concerns and suggestions have been clearly presented, your responsibility is fulfilled — it is then the leader’s role to make the final decision. 

By the way, there is a rule of thumb in management called the “10th Man Rule”, which helps prevent the dangers of a "Yes Men" culture. According to this rule, if nine people in a group agree on a decision, it becomes the responsibility of the tenth person to challenge the idea and consider alternative viewpoints. This does not mean disagreeing just to cause trouble, but rather thinking critically, questioning assumptions, and exploring what others might have missed. It is a way to avoid blind agreement, uncover hidden risks, and make more balanced decisions.

Article By Amr H. Abayazeed - July 24, 2025.

15. WHERE DOES “PR” BELONG IN ORGANIZATIONS?

Public Relations (PR) in literature is a communication process focused on building and maintaining positive relationships between an organization and its various public, including customers, investors, employees, media, and the general community. It is often discussed as a crucial component of the promotion mix within marketing. PR differs significantly from advertising in that it primarily seeks "earned media"; favorable coverage generated through news articles, features, and public interest stories, rather than paid placements. The goal is to influence perceptions, build brand equity, and enhance credibility by sharing information that highlights the organization's positive attributes, product launches, social responsibility initiatives, and overall values, thus enhancing the brand image of the organization.

There is an argument about where the PR department should exist within an organization's structure. There is no ideal structure, as it depends on the organization's size, industry, strategic priorities, and the role and power of the marketing department in the organization. Historically, PR might have been integrated under the marketing department if its role in these organizations performed strategically, but if the marketing department is not strong enough that might limit its scope to just promotional activities. However, another argument exists for placing PR at a higher, more strategic level, often reporting directly to the CEO. This elevated position allows PR to act as a separate management function, providing guidance on critical decisions that could impact on the organization's reputation and relationships; it can proactively identify potential issues, manage crises effectively, and ensure that all organizational communications align with its overall vision and values.

I believe that PR should be placed within the marketing department if marketing is strategically responsible for customer relationships, stakeholder engagement, organization-wide branding, and even treats employees internally as ambassadors for the brand image of the organization. This is because when PR is relatively separated from marketing and reports directly to the CEO, this often leads to miscommunication issues and a lack of clarity between its core marketing-related mission as an essential part of promotion mix and the organization’s strategic goals.

Article By Amr H. Abayazeed - June 27, 2025.

14. EXPERIENCE & ENTITLEMENT SYNDROME

Experience is the practical application of knowledge over time, through action, reflection, and adaptation. It includes lessons learned, skills sharpened, and judgment developed. Based on this definition, we can represent experience in the following equation:

 

Experience = Knowledge + Practice + Reflection (Outcome).

 

Therefore, knowledge without practice is often referred to as "Book Knowledge" rather than true experience. Similarly, practice without knowledge is referred to as "Flying Blind" or, as we say in Egypt "فهلوة" as slang.

 

Another related topic is Entitlement Syndrome in organizations, which occurs when employees believe they deserve special treatment, certain privileges, recognition, or rewards, regardless of their effort, performance, or merit. They may expect benefits just because they have been with the company for a long time (Claim of Expertise) or think they are more important than others. This attitude often comes from poor true evaluation, unclear rules, lack of criteria, or an organizational culture that does not reward hard work fairly. It can also develop if managers avoid giving honest feedback or if people are praised too much without real results. This behavior can hurt teamwork and lower motivation across the organization.

 

To mitigate entitlement syndrome in workplaces, especially in Egyptian culture — a widespread phenomenon that deserves to be studied there — the primary actions involve prioritizing real experience and truly effective evaluation with clear determined criteria over unearned claims and inflated self-assessments. This adjustment will allow recognition and reward systems in organizations to begin aligning success with actual work, rather than assumptions. These are not all actions, but the key actions, among others, to ensure fairness, boost teamwork, and maintain high motivation.

 

 

 

Article by Amr H. Abayazeed - May 16, 2025.

13. THE SCIENCE BEHIND SOCIAL SCIENCE

Some people mistakenly assume that economics, marketing, human resources, management, etc., which are categorized as social science, are not real science because they seem vague, undefined, and not meticulous. There are many classifications of science, as mentioned in various papers and handbooks. The most common classifications are: 1) Natural Science, which study nature in the broadest sense, such as physics, chemistry, biology, astronomy, geology, etc; 2) Social Science, which study people and societies such as psychology, sociology, anthropology, economics, history, political science, etc.; and 3) Formal Science, which study abstract concepts, such as mathematics, logic, computer science, etc. For simplicity, we can group these into two major pillars: Natural and Social Science.

As my recent studies have been in business and management (social science), I believe that social science is not vague when compared to natural science. Generally, natural science defines specific input(s), and when these input(s) interact inside a system(s), a defined output(s) is produced — as in chemical reactions (A+B → C+D) or in mathematics (1+1=2). Based on my engineering background, I contend that, social science operates similarly, as illustrated in the figure; inputs interact inside systems to generate outputs. The main difference is that social science involves many inputs or variables, diverse systems and dynamic contexts resulting in multiple complex outputs with high uncertainty.

This complexity makes it difficult to identify consistent outputs, unlike in the natural science. Consequently, social science theories are generalized to predict outcomes, which we commonly refer to as recognized and generally accepted good practices — or best practices — due to the inherent variability and complexity of systems, like human system, as an example. However, I argue that if the inputs and systems in the social science were fully defined (which is rarely applicable), then outputs could be predicted with greater certainty, similar to natural science.

 

 

 

Article By Amr H. Abayazeed - May 02, 2025.

12. UNDERSTANDING STRATEGY

The concept of strategy is often misunderstood. Some define it as a long-term plan, while others see it as a set of action plans. Michael Porter, a professor at Harvard Business School and widely regarded as the father of modern strategy, defined strategy in organizations as a set of long-term choices made to distinguish oneself from competitors. While this definition is powerful as a high-level philosophy and captures the essence of strategy, it remains unclear to the public.

In my point of view — supported by extensive literature — the concept of strategy fundamentally revolves around achieving an objective (moving from point A to point B) by leveraging available resources within a broader environment or ecosystem.

The strategic statement that guides all upcoming strategic processes involves answering three critical questions, each beginning with “How?”:

1. How to get? – Acquiring the necessary resources or capabilities.
2. How to keep? – Sustaining and managing those resources effectively.
3. How to grow? – Scaling and optimizing for future expansion.

The framework, as shown in the next figure, highlights the dynamic interplay between internal capabilities (resources and objectives) and external environmental scanning (bounded by a dotted line), guided by a clear strategic statement to ensure direction, sustainability, and growth.

 

  

 

Article by Amr H. Abayazeed - April 18, 2025.