Neurosciences tell us how to be adaptable, creative, and proactive agents in decision making: a pilot study

In organizational settings, the decision-making process plays a pivotal role and is interrelated with the capability to adapt to the context, that is, adaptability. In this study, the behavioral, electrophysiological (EEG) frequency bands (i.e., alpha, theta) and self-report correlates of adaptability in the context of decision making were explored on a sample of professionals and correlated with their decision-making style. Adaptability was here conceptualized as a construct encompassing three components: flexibility (i.e., individual's capacity to display flexible behaviors and attitudes), proactivity (i.e., change-oriented perspective and keen interest in having significant impact and authorship on the context), and innovativeness (i.e., ability to engage in inventive processes and produce innovative outcomes). Overall, 35 professionals were required to provide behavioral responses to six realistic subscenarios related to human resources and managerial decisions and belonging to each adaptability component, while their EEG correlates were continuously recorded. In addition, a comparison of adaptability with the General Decision-Making Style scale was conducted. Findings showed a higher behavioral score for flexibility and proactivity as the main components of adaptability. EEG results showed a decrease in alpha activity in the frontal compared to the temporoparietal regions, showing sustained engagement and cognitive load during the task. Theta power increased in the right compared to the left hemisphere, suggesting the involvement of a creative process through the task. Positive correlations between flexibility, proactivity, and General Decision-Making Style decision-making styles were found. This study contributes to understanding the behavioral and neural correlates of decision-making adaptability in organizational contexts and its fundamental relationship to decision-making styles.