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After showing that the possibility of deciding is not the sole preserve of company managers, but is rather a matter of limited autonomy and rationality, the author examines forms of decision-making in relation to styles of organization according to the Focus model, and in relation to types of authority according to the Lewin model. The fact that decisions are difficult operations leads to the identification of organizational strategies that avoid direct decisions, or at least, protect decision-makers. Procrastination, or the putting off of decisions, indecision, non-decision-making, the use of intermediate means such as automatic computerized systems, and particularly, bringing in outside expertise or consulting firms, are all methods for overcoming the difficulty of decision-making. In conclusion, it is shown that organizational logic does not follow mathematical logic, and that training in decision-making is desirable.