While a rational approach to decision-making is often touted for its advantages, in practice, it is often unrealistic due to the human factor inherent in management decision-making. Decision-makers base their actions on personalized interpretations and (collective) sense-making of information, influenced by experiences, values, and personalities. Therefore, it is crucial to understand how decision-makers, individually and in group, process and share information, and how the resulting decisions impact other stakeholders like employees. This is particularly relevant in today's world where managers must navigate an abundance of available and continuously monitored (AI generated) data. Managers must grasp the reliability of data, and interpret it accurately. Therefore, I aim to counterbalance a purely rational decision-making perspective by examining decision-making through a behavioral lens and using the strategy-as-practice approach in private, public, nonprofit sector organizations.