ZURICH, SWITZERLAND – September 23, 2025 – A groundbreaking study by the Global Association of Applied Behavioural Scientists (GAABS) has uncovered a troubling disconnect between professionals' confidence in their decision-making abilities and their actual preparedness. While 91% of experienced professionals believe they have above-average decision-making skills, nearly half (45%) lack structured decision habits when making important workplace decisions.
The research, representing GAABS' first major empirical study, surveyed 105 professionals across multiple sectors and revealed widespread gaps in decision-making education, training, and organizational support that persist throughout careers.
Research Leadership Team
The study was co-led by an international team of decision science experts:
Dr. Melina Moleskis, Behavioral decision scientist, Founder of Meta-decisions, and GAABS Board Member, who conceived and spearheaded the research initiative. Dr. Moleskis specializes in translating decision science research into practical workplace applications.
Dr. Sheheryar Banuri, Associate Professor of Economics at the University of East Anglia and co-lead researcher. Dr. Banuri's expertise spans behavioral economics, experimental economics, and organizational decision-making. His research focuses on how cognitive biases and behavioral factors influence economic decisions in professional and policy contexts.
Dr. Umar Taj, Associate Professor of Behavioural Decision Science at both the London School of Economics and Warwick Business School, and co-lead researcher. Dr. Taj is internationally recognized for his work on decision-making under uncertainty, behavioral interventions, and the application of psychological insights to economic and organizational challenges.
The research was conducted in collaboration with the Alliance for Decision Education, a US-based nonprofit dedicated to improving decision-making skills.
Key Findings: The Hidden Decision Crisis
The study identified 24 specific challenges professionals face when making workplace decisions, spanning core decision principles, peripheral skills, and organizational context:
The Training Gap:
- 85% of professionals never received formal decision-making training from their current employer
- 85% report that their K-12 education did not prepare them for workplace decision-making
- 63% say their university education was insufficient for real-world decisions
- Despite this, 84.8% want decision-making training from their employers
The Experience Myth:
- 80% of respondents rely primarily on experience for confidence
- 68% wait until they feel "sufficiently experienced" before making important decisions
- Yet experience alone doesn't guarantee decision quality—particularly in complex, uncertain environments
Seeking Help in the Wrong Places:
- 82% seek advice from personal networks (family, friends, colleagues) rather than decision science experts
- Only 10% access evidence-based decision support tools or training
- This reliance on emotionally invested sources can reinforce rather than correct biases
The Organizational Challenge
The research reveals systemic barriers within organizations:
- 64% report ineffective meetings as decision-making forums
- 62% don't record decision processes for learning and improvement
- 43% lack managerial support for structured decision approaches
- 32% fear being blamed for decisions, even when following good processes
"The findings reveal that workplace decision-making—the day-to-day decisions that shape careers, teams, and outcomes—is both everywhere and largely invisible," said Dr. Molina Moleskis, Global Association of Applied Behavioural Scientists Board Member and study lead. "We all know it matters, but we rarely pause to ask: how are these decisions actually made?"
Breaking New Ground in Decision Science
"This study represents a critical bridge between decades of behavioral decision research and the practical realities of professional environments," explained Dr. Banuri. "While we have extensive theoretical understanding of cognitive biases and decision traps, this is among the first systematic examinations of how these principles play out in actual workplace settings."
Dr. Taj emphasized the broader implications: "Our findings challenge the assumption that experience naturally leads to better decision-making. In complex, uncertain work environments, repeated exposure without structured learning can actually reinforce poor habits and false confidence. This has profound implications for how organizations approach professional development."
The Solution: Evidence-Based Training
The research reveals strong appetite for improvement: 84.8% of professionals want decision-making training from their employers, but they emphasize the need for practical, contextual learning rather than abstract theory.
"Professionals aren't just asking for more training—they're asking for better training," noted Dr. Moleskis. "They want realistic, engaging development that's directly relevant to the decisions they face every day at work."
About the Study
The survey was conducted over three months, primarily through the GAABS network and professional platforms. Respondents included professionals with significant experience: 80% had more than seven years of professional experience, and 70% had more than 13 years. The sample represented diverse sectors including private industry (59%), charitable organizations (14%), academia (11%), and public sector (6%).
About GAABS
The Global Association of Applied Behavioural Scientists (GAABS) is the first and only professional association bridging behavioral science in academia with real-world challenges encountered by practitioners. With members across the globe, GAABS promotes ethics in the application of behavioral science, conducts cross-cutting research, and advances the practice of behavioral science in the field.
What's Next
GAABS is expanding this research and invites organizations to participate in the next wave of the study.
"This report marks an important step toward better understanding how decisions are made in the workplace and how they can be improved—but it's only the beginning," said Dr. Moleskis.
