Exploring the Cognitive Foundations of Managerial (Climate) Change Decisions

Area of Science:

• Environmental Science
• Organizational Behavior
• Cognitive Psychology

Background:

• Climate change presents severe global risks, yet organizational action lags despite scientific consensus and agreements like the Paris Agreement.
• A gap exists between the recognized need for climate action and its implementation within organizations.

Purpose of the Study:

• To investigate the cognitive underpinnings of managerial decision-making regarding climate change and sustainability.
• To identify factors contributing to organizational inaction on climate change.
• To propose solutions for promoting effective climate action within organizations.

Main Methods:

• A systematic review of existing research was conducted.
• Literature on cognition, sensemaking, and managerial interpretation related to climate change and sustainability was analyzed.
• A multilevel analysis was performed to identify key themes and concepts.

Main Results:

• Key themes and core concepts influencing cognitive processes in climate change decision-making were identified.
• Factors contributing to organizational inaction were elucidated.
• An integrated model was developed, illustrating the interplay of factors, cognitive processes, and outcomes.

Conclusions:

• Managerial cognition significantly impacts organizational responses to climate change.
• Addressing cognitive biases through leadership, social norms, and structural reforms can drive necessary climate action.
• Overcoming inaction requires a multi-faceted approach targeting individual and systemic factors.