“Decision-making systems. . .”

“Decision-making systems that support the day-to-day life in many corporations work well only when:

History is a good guide to the future, and uncertainty and its risk are at a minimum.

The context is simple and unambiguous rather than complex and ambiguous.

The decision-making process is balanced and calm, rather than erratic and subject to stress.

The competitive, technological, and regulatory environment is stable, rather than in a period of rapid change.

Information is standard, unambiguous, and complete, rather than uncertain or difficult to interpret.

Decisions can be handled in a hierarchical fashion, with little information distortion.

There is a consistency of preferences, such as a common set of beliefs, among decision makers.

Mental models match anticipated conditions (when systems are self-referential, analysis of future risks is quite difficult).

Needless to say, these conditions are rarely met.”