Essay on the article How organizations can become unbalanced For my essay I read the article How organizations can become unbalanced: overshooting decisions as a reason for failure by David C. Wilson, David J Hickson and Susan Miller. This article appeared in The American Behavioral Scientist, August 1996. In this essay I will first objectively identify the thesis and how the authors supported it, and second provide a subjective interpretation of how this article influences strategic thinking and an evaluation of this article in terms of its value in strategic thinking. Let's get started. The thesis used by the authors in this article was to identify what constitutes decision overcoming. They concluded that there were two supporters who identified it and that were the disproportionality and irreversibility of the decision. Disproportionality has been defined as “the scale of decisive transfer relative to the size and scope of the organization,” especially when at least doubling the size of the asset or capability (Wilson 999). Irreversibility is obviously the inability to reverse or correct the situation. The authors also noted that both criteria must be met for the decision to pass the scale since, even if the decision was disproportionate, if it were not irreversible they could still recover by reducing losses, and even if it were irreversible but not disproportionate they could also be in able to recover since they would have sufficient resources. The authors also based their arguments on two specific cases out of 55 cases reviewed in the period 1990-1993, of which 55 cases represented one third of the 150 cases covered in the “Bradford Studies”. (Wilson 995) The two companies where decision overshooting occurred were given the names of Thomson, which was a brewery, and Jacobite, an engineering factory.