Board of Directors and Decision-Making Dilemmas

The board of directors has recognized that understanding the intricacies of system activities can introduce complexity. Therefore, they agree that knowledge of system performance should be incorporated into the decision-making process. However, a specific decision-making model can benefit board members so that they may interested in exploring various hidden factors within system management, profitability potential, and external investment opportunities. Besides, lobbyist members of the board may target non-lobbyist members who are more focused on safeguarding their interests. These non-lobbyist members require a more comprehensive and accurate understanding of decision-making parameters and the core principles governing system performance.

Lobbyist members tend to base their decisions on their economic interests and their perspective on ecosystem valuation. As a result, they often prioritize their internal agendas over-optimizing the operating system and resources. This approach can lead to frustration and passivity among the rest of the board, especially when the decision-making process is perceived as hypocritical or self-serving.

Such passivity can, in turn, create a feedback loop where middle managers and system elements are caught in a cycle of inactivity influenced by time and events. As a result, the system's integrity may be compromised, and complexity can arise within the overall platform.