This study examines how managers make strategic decisions efficiently and simultaneously build the consensus often required to implement decisions successfully. The findings suggest that groups employed two critical processes—one substantive/cognitive and the other symbolic/ political—to achieve high levels of efficiency and consensus. On the substantive dimension, they gradually structured complex problems by making a series of intermediate choices about particular elements of the decision. On the symbolic dimension, they took steps to preserve the legitimacy of the decision-making process.
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