Get the spider out of the hole or see the hole? Analytic vs. synthetic strategic decision-making and decisional styles

Strategic decision-making literature suggests that the analytic strategy - which is a bottom-up driven process based on the analysis of single details – and the synthetic strategy - that is a top-down driven process based on the analysis of the overall system – operate through different decisional processes and might be influenced by the individual’s decision-making style. The aim of this study was to explore differences in decisional workload between the two strategies and their association with decision-making styles in a sample of decision-makers. 189 participants were asked to read five real-life scenarios and subsequently choose between two alternatives representing analytic and synthetic strategy, from which Analytic Strategy Profile (ASP) and Synthetic Strategy Profile (SSP) scores were computed, as well as RTs. Participants were also asked to fill in the General Decision-Making Style (GDMS) and the Maximization Scale (MS) to measure decision-making styles. Results showed higher scores for the ASP compared to the SSP and shorter RTs for the ASP compared to the SSP. Additionally, significant negative correlations between decision-making styles (rational and dependent styles) and ASP RTs were found as well as a positive correlation between spontaneous decision style and ASP RTs, and a negative correlation between intuitive decision-making style and SSP RTs. Results also showed a negative correlation between MS high standards and ASP RTs. Findings suggest that each strategy requires different cognitive resources and decisional workload, while different decision-making styles call for the appropriate decisional strategy to decide better and quicker under time constrains.