Paradoxes and Contradictions of the Theory of Decision-Making

Progress in informatics, computer technologies, artificial intelligence, cognitive sciences stimulated the growing interest in one of the central problems of management and management recently — to decision-making. It is realized that in the conditions of “dynamically developing world”, the new conceptual provisions in understanding of the nature of development and decision-making considering achievements of modern sciences and practice in various industries of life are necessary. All this demands expansion and reformatting of the existing teoretiko-methodological base of the theory of decisions due to inclusion in its context of basic provisions of modern cognitive sciences, the system analysis. The real research uses standard and descriptive approaches. Is result of a research: specification of the concept “management decision”, in the context of cognitive approach which is considered as a type of the objective knowledge expressing intrinsic signs (principles) of functioning of the operated system. The proof emergence of “bad result” is offered at “the brilliant decision” and “good result” at “the trivial decision” which is connected with implementation of the decision. Implementation of the decision is considered as establishment of the sequence of microdecisions which is conducted by the manager on the basis of criteria not only utilitarian and axiological character, but also other. The sequence of microdecisions in the project of implementation of the decision can be determined and accidental. The place and a role accidental in development and design of decisions is specified. Article can be useful to all who deals with issues of the theory and methodology of management.

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