Radical Decision Making offers a controversial new framework to the conventional strategic change management conversation. While many approaches provide a discussion on a singular level, Dr. Hru?ka blends theory and research of decision making and social interaction to develop a consistent framework of strategic change. Hru?ka draws from theoretical frameworks across disciplines like cognitive and organizational psychology, philosophy, and sociology to isolate the specific phenomena of formulation and implementation of radical change in organizations. The book focuses on three very specific, related topics: how leaders construct mental models which they use to interpret flow of experience; how leaders generate a governing metaphor which is a cornerstone of a radical mental representation; how leaders influence others to accept their radical mental representation. By analyzing organizations on both the leadership and employee level through this lens, this unique model provides greater understanding of radical change and a new model for initiation on the organizational level.
