MISSING INFORMATION IN DECISION-MAKING

Information is a fundamental resource in organisational communication and decision-making, yet decisions are frequently made on the basis of incomplete, low-quality or misinterpreted information. This article examines the role of information quantity, quality and management in decision-making processes, with particular attention to the influence of stereotypes when information is lacking. Grounded in the principles of evidence-based practice, the study combines theoretical analysis with empirical research using surveys and focus group discussions. Participants were asked to make collective decisions based on uneven and sometimes minimal information about a set of individuals, while their discussions and arguments were observed and analysed. The findings show that, in situations of information scarcity, decision-makers tend to supplement missing data with assumptions and stereotypical attributes rather than seek additional evidence. Such practices significantly affect the quality and objectivity of decisions and may have broader consequences for organisations, including their microclimate and reputation. The study highlights that misinformation, information overload and reliance on stereotypes undermine evidence-based decision-making. The article concludes by emphasising the need to develop strong information management and critical thinking competencies, including skills for working with emerging technologies such as artificial intelligence, and argues that higher education institutions play a key role in fostering these competencies across all study programmes.