The Science of Boardroom Decision-Making

Corporate boards are operating in a period defined by persistent uncertainty and volatility. Directors are asked to make consequential decisions under heightened scrutiny yet the information available to guide those decisions is often incomplete, ambiguous, or evolving.

In this context, directors need new ways of thinking about how they—and their boards—make decisions. While board discussions center on core elements of governance, this otherwise sensible focus can neglect a simple truth: every decision in the boardroom is made by a group of individual human beings, each influenced by emotion, bias, and social dynamics. Neuroscience can provide a powerful lens for a better understanding of many of these human factors.

Learn more about how these interventions can be tailored to the needs of individual directors, modeled by board leaders, reinforced through full board practices, and supported by executives in the way information and discussions are framed.

Featuring perspectives from Zab Johnson, PhD, Executive Director and Senior Fellow at the Wharton Neuroscience Initiative (WiN), and Michael Platt, PhD, Director of WiN and James S. Riepe University Professor.