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What Can Public Health Administration Learn from the Decision-Making Processes during COVID-19?

Author

Listed:
  • Andrew Joyce

    (Centre for Social Impact, Swinburne University of Technology, Hawthorn 3122, Australia)

  • Emma Risely

    (Centre for Social Impact, Swinburne University of Technology, Hawthorn 3122, Australia)

  • Celia Green

    (Centre for Social Impact, University of New South Wales, Sydney 2052, Australia)

  • Gemma Carey

    (Centre for Social Impact, University of New South Wales, Sydney 2052, Australia)

  • Fiona Buick

    (School of Business, University of New South Wales, Canberra 2612, Australia)

Abstract

Human decision-making is prone to biases and the use of heuristics that can result in making logical errors and erroneous causal connections, which were evident during COVID-19 policy developments and potentially contributed to the inadequate and costly responses to COVID-19. There are decision-making frameworks and tools that can improve organisational decision-making. It is currently unknown as to what extent public health administrations have been using these structured organisational-level decision-making processes to counter decision-making biases. Current reviews of COVID-19 policies could examine not just the content of policy decisions but also how decisions were made. We recommend that understanding whether these decision-making processes have been used in public health administration is key to policy reform and learning from the COVID-19 pandemic. This is a research and practice gap that has significant implications for a wide range of public health policy areas and potentially could have made a profound difference in COVID-19-related policy responses.

Suggested Citation

  • Andrew Joyce & Emma Risely & Celia Green & Gemma Carey & Fiona Buick, 2023. "What Can Public Health Administration Learn from the Decision-Making Processes during COVID-19?," IJERPH, MDPI, vol. 21(1), pages 1-11, December.
    • Handle: RePEc:gam:jijerp:v:21:y:2023:i:1:p:4-:d:1303787
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    References listed on IDEAS

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    2. David J. Teece, 2007. "Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance," Strategic Management Journal, Wiley Blackwell, vol. 28(13), pages 1319-1350, December.
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