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.
