While doing the background research for this chapter, it became apparent there are as many, if not more, variations for decision styles as there are for learning styles. It's a significant topic for management books. But we won't assume that there is one right answer. If such a thing were to exist, we wouldn't see such a variety of ideas.
What we can say is that people have a preference for making decisions in a particular way. The pressure of time or of finding themselves in a situation where they have no knowledge or experience may force them to change styles, but may also cause them to defer making a decision until they are comfortable with it.
In the late 1980s, three researchers, Alan Rowe, James Boulgarides, and Richard Mason, wrote a series of books and papers based on a decision styles categorization scheme they created which used two dimensions, in a similar way to McCarthy's learning styles:
At one end of the scale are people who must have consistency and well-structured information, whereas at the other end are people who can handle high levels of ambiguity and complex intermixed ideas.
At one end of this dimension, people are task-focused on the specific activities and details; at the other end, there is a social focus, with concerns more toward the impact on other people, organizations, and social groups.