The mistaken decision making in politics

The paper tries to go deeper into the process of decisions making, specially on those facts that lead to a mistake. The article uses as an investigation technique a case study based on a Government and Negotiation Simulation in which the main characters are postgraduate students, between 2015 and 2020. Participants take up the rol of Mayors of the city and must administrate and interchange resources in order to boost their territories and offer the best wellbeing to their citizens. However, the results of the simulation show that results such us auto attribution, perception biasses, short term thinking, disorder in decision making or silent consent lead to a negative balance compared to what the optimized solutions of the simulation show. Finally, tools to prevent mistakes in decision making such as Decision Trees or contrast are presented with the goal of contributing to the improvement of governability.