The story of President John F. Kennedy asking for Cuban cigars before signing a trade embargo against Cuba is one of the most repeated anecdotes in modern political and business history. It is often told as a simple story about contradiction: a leader privately securing a product before publicly restricting it. However, for students of business, management, economics, and policy, the story is more useful when studied as a case of decision-making under political pressure, mark

The phrase “politics is the art of the possible” is often used to describe the realistic nature of political life. It means that politics is not only a field of ideals, values, and promises. It is also a field of limits, negotiations, institutions, resources, timing, and public acceptance. This article explains politics as a practical process of decision-making in which social actors try to transform ideas into achievable policies. The article is written for students and earl

The 2005 Christie’s–Sotheby’s rock-paper-scissors case remains one of the most unusual examples of decision-making in elite commercial history. According to widely repeated accounts, Japanese executive Takashi Hashiyama, acting on behalf of a major corporate art owner, asked the two leading auction houses to settle a high-value consignment decision through a simple game after finding their proposals equally persuasive. At first glance, the case appears trivial, playful, or ev

Author: A.Keller Affiliation: Independent Researcher Abstract The OODA loop, commonly understood as the cycle of observe, orient, decide, and act, has long been associated with strategic agility, competitive adaptation, and decision superiority. Its core principle is simple: the actor who moves through the loop more effectively can shape the environment faster than competitors and therefore gain an advantage. Yet the contemporary rise of artificial intelligence has transfo

Author: Ali Khan Affiliation: Independent Researcher Abstract Organizations rarely decide under conditions of perfect information. Instead, managers navigate shifting markets, volatile geopolitics, technological disruption, and incomplete data. Classical models of rational choice often fail to describe how decisions are actually made when time is short and ambiguity is high. This article synthesizes behavioral approaches to strategic decision-making under uncertainty, bridg