The relationship between rational, heuristic decision-makingstyles and strategic decision-making

This study explores the relationship between rational and heuristic decision-making styles and their impact on the quality and effectiveness of strategic decisions in the Ministry of Higher Education and Scientific Research. Effective decision-making becomes crucial as modern institutions face increasingly complex and fast-changing environments. Based on systematic analysis and data, rational decisionmaking supports careful deliberation, while heuristic decision-making, grounded in intuition and experience, allows for quick adaptation to unexpected changes. To examine the impact of these styles, the study employed a dual approach, combining deductive and inductive methodologies. Data were collected using a Likert scale-based questionnaire from 204 ministry employees. Statistical tools such as mean scores, correlation coefficients, and T-tests were used to analyze the data through SPSS software. The analysis revealed a strong, significant relationship between the use of rational and heuristic decision-making styles and the quality and effectiveness of strategic decisions. The findings suggest that integrating both approaches improves decision-making efficiency and effectiveness. Consequently, the study recommends broader adoption of rational decision-making while developing heuristic skills through targeted training programs. It also emphasizes the need for decision-support tools and ongoing evaluation to enhance organizational performance. This research contributes to the academic understanding of decision-making styles and provides practical recommendations for improving decision quality and effectiveness in governmental institutions, particularly in complex and dynamic environments.