This article offers four alternative prescriptions for making strategic choices in organizations: 1) analysis; 2) inspiration; 3) bargaining; and 4) judgment. Decision makers should use analysis when both the objectives and the means for producing results are knowable. This means commissioning a pilot test to evaluate means and identifying the best option. Alternatively, when the ends/objectives and the means for producing results and are unknown, decision makers should use inspiration; they should network with stakeholders to find what might work and then adapt to the needs and insights of key stakeholders. When the ends/objectives are unknown and the means for producing results are knowable, decision makers should use bargaining, where they create a group of stakeholders and ask the group to find an agreeable option. Lastly, when the ends or objectives are known and the means for producing results are unknown, decision makers should use judgment, where they determine the option that can meet performance norms. To test these prescriptions, Nutt looked at ten cases where strategic decisions were being made. He found that four of those cases followed the prescriptions detailed above and these had a higher potential for success.