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The discovery of the unicist ontology of decision making opened the boundaries of “defensive” decision making, widening the possibilities and the probabilities of accurate decisions.
To be able to deal with the nature of decision making it is recommended to begin with the operational aspects of decision making.
The purpose of a decision making process is to be able to make decisions that are justified and grounded.
Decisions are produced because they are needed. When there is no need to decide the decisions become just a utopia the individual has in mind to deal with reality. That is why decisions exist when they are implemented. If not, they are just an alternative that will be considered when time for decision making comes.
Justifications put the decision making process into action. Justifications are the reasons why a decision is necessary. There are materialistic justifications, ethical justifications and personal justifications.
Materialistic justifications are the “economic” objectives to be achieved through the decision making process. They are the active function of any justification process. The human decision process is put into action by materialistic needs.
Foundations are reasonable, understandable and provable arguments. Fallacy avoidance is ensured when foundations are included in a decision making process. That is why foundations are basic in decision making.
Foundations avoid decisions when the end justifies the means. Foundations establish the reasonable limits of what can be decided.
A decision making process ends when the decision has been implemented. Until the implementation has been done the decision is a hypothetical idea. To develop a decision process it is required to follow the natural taxonomy of decision making.
Unicist decision making in the field of complexity implies first exploring the possibilities and then defining the probabilities. By managing the ontology of decision making you will have a tool to secure the accuracy of results.
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