Defensive decision making occurs when the decision-maker does not choose the option that is in the best interest of an organization or client but instead chooses a less effective but lower risk alternative that protects him or her in case something goes wrong. Such decisions are widespread across occupations and sectors and cause substantive damage to organizations. In a first step, we developed a scale to measure defensive decision making and test its validity. The scale covers two distinct but related dimensions: avoidance and approach. In a subsequent, two-wave study, we examined the antecedents of defensive decision making using conservation of resources theory as a theoretical lens. An environment characterized by higher psychological safety can reduce resource depletion and diminishes defensive decision making. In contrast, job insecurity can result in a threat to personal resources, which increases the likelihood that employees choose defensive decision​s.

中文翻译：

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防御性决策：从资源保护的角度来看心理安全和工作不安全的可操作性和相关性

当决策者不选择最符合组织或客户利益的选项，而是选择效率较低但风险较低的替代方案时，就会发生防御性决策，以在出现问题时保护他或她。此类决定在各个职业和部门中普遍存在，并对组织造成实质性损害。第一步，我们开发了一个量表来衡量防御性决策并测试其有效性。该量表涵盖两个不同但相关的维度：回避和接近。在随后的两波研究中，我们使用资源保护理论作为理论视角研究了防御性决策的前因。具有较高心理安全性的环境可以减少资源消耗并减少防御性决策。相比之下，