Simple rules made simple: The origins and outcomes of managerial heuristics

Managers distill their lessons from failure into proverb-like simple rules heuristics such as ‘hire for attitude, not for skills,’ simple rules which they hold dear, refine continuously, and share to their teams and organizations. But how exactly do managers learn these rules? And why - what are the outcomes of creating and using them? This dissertation addresses the how? and the why? symmetrically, with four studies, a conceptual one and an empirical one for each question. It describes how managers learn pairs of simple rules through a complex process that involves a triple insight, reflection, and a roller-coaster of feelings. After being articulated, tested, adapted, and refined, these simple rules are often shared through formal or informal communication and adopted as guidelines (under expert authority) or as policies (under hierarchical or collective authority). While most managerial simple rules are pragmatic, designed to help the manager with hiring, selecting clients or managing finances, some simple rules play crucial roles in the self-driven individual change of the manager, often from micromanaging to delegating and trusting people.