Proactive interventions at work

Data inizio
15 ottobre 2018
Durata (mesi) 
Scienze Umane
Responsabili (o referenti locali)
Ceschi Andrea , Sartori Riccardo , Tommasi Francesco

Companies lose an average of 3 percent of their annual profits due to poor management decisions. This is according to Gartner, a multinational business consulting firm, which conducted a study on financial decision-making in 2018, involving 469 business managers and 128 financial executives. Of the managers surveyed, 61 percent reported an increase in the number of strategic decisions made over the past three years, and 57 percent said these decisions had a significant impact on the profit made. Recently, things have been changing: many of the strategic decisions made at the corporate level are no longer the sole province of the C-suite. According to PageGroup’s Executive Trends 2022 report, the most innovative companies prefer a cross-functional form of leadership that includes collective decision-making mechanisms. Of course, this mechanism implies an increase in the number of people responsible for making decisions for the good of the company. It is therefore necessary to pay more attention to the decision-making processes of people in the workplace in order to avoid the occurrence of systematic errors of judgment or cognitive shortcuts.
Research on this topic shows that organizational decisions are often the result of ingrained preferences and subjective expectations that follow the logic of situational appropriateness (March 1994). The illogical premises on which decisions are often based are called heuristics and cognitive biases. The concept of heuristics was first introduced by Herbert Simon (1957), according to which individuals use an algorithm already present in their cognitive system to economize cognitive resources. When the mental shortcut interferes with the logical mental process, individuals may develop biases, i.e., tendencies to draw illogical and irrational conclusions (Tversky and Kahneman, 1974). The growing interest in decision-making skills in organizational contexts has led occupational psychology to develop several training interventions, including self-nudging and job crafting, developed through laboratory experiments; self-nudging aims to improve awareness in decision-making processes (Gerling, 2009). This process is presented as an intervention that acts on the cognitive-behavioral system of individuals to modify the heuristic patterns they apply to their work, encouraging their proactivity and personal resources. Job crafting, on the other hand, involves the application of new behavioral paradigms that align employees’ perspectives with organizational demands (Petrou et al., 2012). What distinguishes the job crafting intervention from most other job redesign approaches is the recognition of the central role of the individual in achieving organizational goals. Both interventions aim to support individuals in reorganizing their work and the way they approach work tasks by helping them develop optimal decision-making techniques. Overall, these interventions are found to be functional in achieving a new and improved propensity for job redesign with positive consequences for their well-being.

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Enti finanziatori:

Finanziamento: assegnato e gestito dal Dipartimento

Partecipanti al progetto

Andrea Ceschi
Professore associato
Riccardo Sartori
Professore associato
Francesco Tommasi
Professore a contratto

Collaboratori esterni

Joshua Weller
Tilburg University
Evangelia Demerouti
Eindhoven University of Technology
Aree di ricerca coinvolte dal progetto
Formazione e organizzazioni
work and organizational psychology
Titolo Autori Anno
Learning in the workplace: Evidence on the role of behavioral job crafting on fostering self-perceived employability Sartori, R.; Tommasi, F.; Ceschi, A.; Noventa, S.; &, ; Zene, M. 2023
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