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Effective and Inclusive Decision-Making in Business Schools: Reflections from a Chartered ABS Workshop
Authors
Dr Maria Hussain
Vice Chair Chartered ABS EDI Committee and Associate Professor in Management and Organisations, Leeds University Business School
At a time when business schools are navigating significant uncertainty and change, the quality of our decision-making has never mattered more. Decisions shape careers, influence organisational culture, affect student and staff experiences, and ultimately determine whether our institutions live up to their commitments to equity, inclusion and excellence. These themes were at the heart of the recent Chartered Association of Business Schools EDI workshop, Effective and Inclusive Decision-Making in Business Schools, which I had the privilege of hosting alongside colleagues from the Chartered ABS EDI Committee.
The workshop brought together leaders and colleagues from across the sector to examine how individual judgement, organisational systems and leadership practices interact to influence decision-making. Through a combination of research-informed insights, practical discussions and reflective activities, participants explored opportunities to strengthen both the effectiveness and inclusivity of decisions within their own institutions.
Keynote
One of the highlights of the event was the keynote contribution from executive coach and leadership expert Dr Gena Cox, whose reflections challenged us to think critically about whose voices are heard in decision-making processes and how leaders can intentionally create environments where diverse perspectives are valued. The discussions that followed reinforced an important message: inclusive decision-making is not simply about fairness; it is fundamental to organisational effectiveness and innovation.
My reflections
During my workshop session, Exploring Effective Decision-Making from a Neuroscience Perspective, I invited participants to consider what contemporary neuroscience can teach us about leadership decision-making. While many leaders aspire to make objective and rational judgements, our brains frequently rely on cognitive shortcuts and pattern recognition processes that operate beneath conscious awareness. These mechanisms can be highly efficient, particularly in complex and fast-moving environments, but they can also contribute to biases that influence recruitment, promotion, workload allocation and strategic choices.
Key takeaways for business schools
The discussions were especially engaging as participants reflected on the tension between speed and reflection. In higher education, leaders are often required to make decisions under pressure, balancing competing priorities and limited resources. Yet neuroscience reminds us that effective decision-making benefits from creating space for deliberate thinking, questioning assumptions and seeking alternative viewpoints. Inclusive processes are therefore not merely procedural; they help us counteract some of the cognitive limitations that we all share.
Another important theme emerging from the workshop was the role of organisational systems. While individual awareness of bias is valuable, sustainable change requires attention to the structures, policies and cultural norms that shape decision outcomes. Participants shared examples of how small adjustments to processes, such as improving transparency, broadening consultation and encouraging constructive challenge can have a significant impact on fairness and inclusion.
What struck me most was the openness and generosity of participants throughout the event. The willingness to engage honestly with difficult questions demonstrated a collective commitment to continuous improvement across the business school community. As with previous Chartered ABS EDI events, the conversations extended beyond individual practice to consider how we can create institutions where both people and ideas can flourish.
The workshop reinforced a simple but powerful lesson: better decisions rarely happen by accident. They emerge when leaders combine self-awareness, evidence-informed practice and inclusive systems that enable diverse perspectives to be heard. As business schools continue to respond to complex challenges, investing in effective and inclusive decision-making will remain essential-not only for better outcomes, but for building cultures characterised by trust, belonging and shared success.