One of the most prominent aspects of the surrounding post-industrial reality in the West has to do with the fact that, as of today, it often constitutes a matter of crucial importance for organizations to be able to access the cognitive/perceptual predispositions, on the part of employees – especially within the context of how the latter go about making executive decisions. The reason for this is apparent – is deeply embedded in the organization’s operational matrix, the qualitative subtleties of the concerned process define the measure of the corporate entity’s functional efficiency. In its turn, this explains why, as time goes on, more and more social scientists concern themselves with researching the actual mechanics of how the workings of one’s psyche affect the person’s decision-making choices (Newell & Shanks, 2014). Hence, the rationale for subjecting the issue to an analytical inquiry – in the aftermath of having researched the subject matter in question, the author expects to be able to gain several in-depth insights into what causes an individual to choose in favor of one or another course of action while striving to tackle a particular professional/personal challenge in the most effective manner. The outlined objective will be achieved using reviewing the scholarly articles of relevance, concerning the conceptual provisions of the most popular decision-making theories, and interpreting the implications of the would-be obtained discursive acumens. The systemic and cultural aspects of decision-making will be analyzed, as well. Paradigmatic Models of Decision-Making As it appears from the thematically relevant academic sources, just about every decision-making theory can be categorized as being either “normative” (rationalistic) or “psychological” (descriptive). The main principle of such a categorization is reflective of the existence of two conceptually incompatible paradigms for theorizing the essence of the decision-making processes inside one’s brain, which go by the same names. The foremost conceptual premise of the normative paradigm of decision-making is that being rational agents, people are naturally driven to rely on their ability to indulge in dialectical (cause-effect) reasoning when facing a particular cognitive task. According to the model’s adherents, how one reacts to the externally induced stimuli is inheritably logical and it is namely the maximization of utility that represents the actual goal of just about any decision-making activity. The paradigm’s axiomatic presuppositions are as follows:   * An individual is in the possession of all relevant information, throughout the the entirety of the decision-making process – the main precondition for ensuring that the actual choice that he or she makes is rationally sound.   * It is possible to predict with a high degree of certainty what will account for the long-term effects of how a person goes about deciding to addresses a problematic issue.   * A decision-maker is naturally driven to choose the best of all possible decisions – that is, the one that fits the best the applicable criteria of effectiveness. In turn, these criteria are assumed to be rationale-based. The concerned individual is also expected to be thoroughly aware of the actual goal