DECISION-MAKING COMPETENCE IN NON-STRUCTURED AND NOVEL SITUATIONS: A BEHAVIORAL PERSPECTIVE

Abstract

 Decision-making competence (DMC) refers to an individual's ability to make rational, consistent, and goal-directed choices, especially in conditions of uncertainty. This paper explores DMC in non-structured and novel situations—circumstances where standard procedures, prior experience, or contextual cues are absent or ambiguous. Drawing on behavioral psychology and cognitive science, the study examines how individuals process information, regulate emotions, and adapt decision strategies when facing unpredictable challenges. Data were gathered through a combination of scenario-based assessments and behavioral tasks designed to simulate non-routine conditions. Results indicate that individuals with higher cognitive flexibility and emotional self-regulation demonstrate significantly better decision-making performance in unfamiliar contexts. The findings suggest that enhancing metacognitive awareness and training in adaptive strategies may improve DMC in dynamic environments. These insights have practical implications for education, crisis management, and leadership development, where effective decisions under novel conditions are essential.