Encouraging Decision Vigilance Through Increased Accountability

Abstract

The study examines how vigilance in decision making is affected by accountability. As suggested by Janis and Mann (1977), high quality decision making is characterized by the presence of vigilance. By examining the procedures used by decision makers in selecting a course of action, it is possible to predict the quality of the given decision or course of action. In an organizational setting, 140 customer service representatives were exposed to a realistic job related decision making exercise. Using two measures of decision vigilance strategy, results indicate that decision makers in high accountability conditions use more decision vigilance than decision makers in low accountability conditions. Implications for practicing managers are suggested.