PSYCHOLOGY IN STRATEGY AND MANAGEMENT: THE INVISIBLE ARCHITECTURE OF DECISION-MAKING
DOI:
https://doi.org/10.53555/w4yw9197Keywords:
Strategic Decision-Making, Cognitive Bias in Management, Mental Models in Strategy, Growth Mindset, Empathy in StrategyAbstract
This paper explores the pivotal role of psychology in shaping strategic and managerial decisions across corporate and policy landscapes. While strategy is traditionally framed through logic and data, the human mind—its biases, motivations, and emotional undercurrents—forms the invisible architecture behind every choice. The discussion spans cognitive biases, mental models, and emotional intelligence, illustrating how psychological forces influence strategic thinking, leadership behavior, and cross-cultural management. Through real-world examples from the pharmaceutical industry and global alliances, the paper highlights how empathy, identity, and neuropsychological responses to uncertainty redefine competitive advantage. Ultimately, it argues that mastering strategy and management requires mastering the cognitive, emotional, and cultural dimensions of human behavior.
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