IntroductionDecision is the selection of one action from among a number of actions that solves a given problem, prevents a problem from occurring, or forces the application of new ideas of development. The need to understand the decision-making process is increasing because the complexity of modern organizations is increasing and because the effectiveness of modern organizations depends on the decisions made by leaders. The question is how to select the most appropriate action to resolve the problem while satisfying all stakeholders. Many methods have been developed to simplify the decision-making process. In this article, the rational model of decision making will be discussed first. Then, some of the factors that cause deviations in the rational model will be clarified. Rational Model of Decision Making Process The reason to first discuss this model of decision making process is that this model is considered to be the ideal method of decision making for organizations. It assumes that individuals generally maximize entrepreneurs and that decisions are made in a step-by-step procedure that is both logical and linear. To make a decision according to this model, you must start at the beginning by collecting all the associated information. Then, this information must be analyzed and all solutions are then proposed. These solutions are then analyzed and all the negative and positive results of each of them are considered according to criteria for comparing these solutions to arrive at the best decision. The rational model does not set any limits on the time or cost necessary to achieve the ultimate goal. aim. Its main goal is to arrive at a decision that would maximize profit and be consistent with the group's other beliefs, to ensure that it will not disrupt the consensus of the group as a whole. This pressure often involves urging the dissenting member to remain silent if they cannot align their own beliefs with those of the rest of the group. The types of leadership skills and practices can lead to a deviation from the rational model of the decision-making process. Group pressures to help maintain a group's illusions are sometimes furthered by various leadership practices, some of which involve subtle ways of making it difficult for those who question the initial consensus to suggest an alternative and raise questions reviews. The group's agenda can easily be manipulated by a suave leader, often with the tacit approval of the members, so that there is simply no opportunity to discuss the downsides of a seemingly satisfactory course of action. .