Changes

I will suggest propose that decision-making has involves several interconnected mental elements that work together working collaboratively to produce formulate a decision. These key elements are the elements:

Every decision starts with a [[need]] or needs. Need is originates from a biological process in the brain, signaling that there is a lack of some resourcesas perceived by the brain. The resources may Resources can be physical resources or emotional resources. From a , aligning with psychological perspective see perspectives such as [[Maslow's hierarchy of needs]].

[[stakeholders]] are the encompass organizational members of the [[organization]] that and external individuals who may be affected by the decision organization's decisions or actions. Each individual possesses resources to contribute to the group effort to solve the problem. She may or non-members that may be affected by not contribute some of these resources to the organization's actionsgroup effort.

A [[question]] is serves as a mental tool that help to gather information and start a initiate the decision -making process, on addressing how to fulfill the identified need.

A need can be Various ways exist to [[reward|fulfilledfulfill]] in many ways. Every way is a need, each representing an “[[option]].”.

The options Options are an implementation implementations of theories the brain holds 's theories about the world. These theories are connected with each other and describe how the world works and what we can do to change our surroundings. We use these theories to change the surrounding so our needs will be fulfilled. The , interconnected in a network of theories is built from mental objects representing of known as the world, and therefore will be called Mental Objects Network ([[MON]]). The MON comprises mental objects representing our understanding of the world, influencing how we shape our surroundings to meet our needs.For further explanation, see [[epistemology]]. 

For every ‘’Each [[options|option]]’’ there are outcomes. Some of the results in [[outcomes]] may , some of which fulfill the ‘’[[identified need]]’’, and some while others may have unintended side effects.

Every [[option]] consume some consumes [[resources]]. Therefore, when calculating the values necessitating a consideration of each option, the available resources should also be calculatedwhen evaluating options.

The outcomes have an effect on our physical or emotional resources. They Outcomes carry a [[value]]. The value may be , ranging from rewarding, to neutral or taxing. The Magnitude of the value can also vary from none to fatal in taxing value , affecting our physical or from none to overwhelming good, in positive valuesemotional resources.

Every [[options|Each option]] has some varying[[Probability of success|chances to succeedof success]]. Every , influenced by the probability of events within the option is constructed from a 's cascade of events, and every .Confidence in predicting an event has some probability to happen. It 's occurrence may depend on the known probabilities of an event to happen (for instance we may assume that our chances of winning the lottery have a probability of 1 to a million), or the level of corroboration (the number of times we tested the theory). The more we corroborated the theory we may have more confidence we can predict her chance to occur (from an epistemological perspective we do not have any way to predict the future, bet let’s leave this for now). Consequently, when an option has many steps (events that should occur in order for her to succeed), or/and when the events are not well tested, the probability of success dropsthrough testing theories.

When we have to choose from faced with a set selection of options, we should [[Evaluation|evaluate]] every option total outcomes valuesit is important to conduct a comprehensive assessment of the overall outcome benefits, the resource it demandsnecessary resources, and likelihood of success. Each stakeholder may evaluate the probability return on investment (ROI) of each option based on their individual needs and resources, which may differ from those of successother stakeholders.

We should compare Optimal decision-making involves comparing the total value of every [[options]] each option and [[selection|choose]] the one with the highest value.External factors may influence decision-making, such as familiarity with an option, even if better alternatives exist. Selection involves the comparison of available options and selecting the one that provides the best value. Yet However, for many various reasons that we will discuss later, we may not evaluate at all, options or choose the option one we are more familiar with, even if there are better [[options]]available. The selection process of selecting an option, is called also [[known as making a decision]].

Every To improve decision-making, every selection should be followed by [[action|actions]] designed in during the selection phase. This will help the group learn from experience and improve their [[SON]].

We learn from hypothesizing Learning is a continuous process involving hypothesis formulation and from doingtesting. Learning through the decision process Decision-making and from practical experiences contribute to the doing is crucial for developing development of a corroborated [[System of Neural (SON]]. corroborated SON is ), forming the base basis for our ability to predict wellaccurate predictions. The SON is built from Learning occurs through personal experiences, testing theories we are building , and testing throughout our entire life. We [[learn]] considering insights from others, or we conjecture about how things work. We may then test the theories, and see if they are false or corroborate (see Karl Popper on terminology<ref>Popper, K. (2002). The Logic of Scientific Discovery (Routledge Classics). Routledge. </ref>).