The value of having a model of decisions and performance is described. Without a model, there is no guiding path to discovery. The core of the model is decision followed by performance. Organizational decision making is formalized and recorded. The model should represent reality as closely as possible. The process of modeling is: build model, apply model, analyze results, confirm or reject model. Considerations in modeling are discussed including elusive decision making, and poor assumptions. Deceptive and concealed decisions are addressed.
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