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Satisficing refers to a choice situation in which decision‐makers look for a course of action that is “good enough”; that is, one that satisfies and suffices, rather than selecting the optimum from a full range of alternatives. Classical theories of decision‐making see the decision‐maker as an economic actor who, when faced with a decision, rationally diagnoses the problem, draws up a complete range of alternative solutions, evaluates each against explicit criteria, and is therefore able to make a choice that maximizes outcomes. Behavioral decision theory acknowledges that decision‐makers often operate in complex environments where there is much uncertainty. Issues compete for attention so that many potential decisions do not get on the agenda. If they do, definition is problematic, many alternative solutions exist, and criteria are often unclear and conflicting. So the organizational decision‐maker has to simplify, and the limitations of human cognitive capacities and constraints of time mean that not every aspect of the situation can be examined in full. The analogy often given is that one is not looking for the sharpest needle in the haystack, only one sharp enough to sew with. Decision‐makers therefore operate within a bounded rationality and satisficing solutions are the result. See also behavioral decision research ; managerial and organizational cognition ( 1993 ). ... log in or subscribe to read full text