Effects of “nonrational” influences on decision making in higher education: A simulation test

The purpose of the present study was to determine if a nonrational model of decision-making was used by college administrators in three typical areas of college operations. Were the value positions taken by three college constituency groups (faculty, students, community board) on problems in curriculum, student affairs, and personnel influencing decisions made by administrative groups? In a simulation study, information describing a mythical community college was prepared, using the dimensions of the management-information system CAMPUS (Comprehensive Analytical Methods for Planning in University Systems). Three simulated problems within the hypothetical community college setting were administered to teams of decision makers each composed of three junior college administrators. Junior college administrators did not use the nonrational model in reaching group or individual decisions in the three simulated problem areas. Administrators did not respond in a significant manner to the influence of college constituency groups in reaching decisions. The type of problem being considered (curriculum, student affairs, and personnel) was a significant factor in determining decision alternatives selected by administrators. Both the rational and nonrational models of decision-making as used in this study appear inadequate to explain administrative decisions. It is tenable to posit that decision-making is influenced at least as much by previously learned responses of the decision-makers, and it may need to be considered as an important element in any model of decision-making.