Decision making can be defined as a mental process that consists of making choices between possible alternatives to make a practical decision (Reason, 1990; Wang, 2000). From choosing which items to buy at the supermarket to deciding which TV channel to watch, we often have to make decisions under different conditions, particularly when we are faced with uncertainties and trade-offs. Of course, decision-making skills have become increasingly important when it comes to the highly competitive and ever-changing world of business. In view of this, a variety of models have been developed by scholars around the world in an attempt to conceptualize the decision-making process and maximize its potential outcome. In this article we will examine the role of the Carnegie and Incremental decision-making models in explaining decision-making in the business environment and how they differ from each other. The Carnegie model is the brainchild of several researchers associated with Carnegie-Mellon University, for which the model is named. This model helped formulate the bounded rationality approach (an approach that states that managers are unable to follow the ideal procedure in decision making) to individual decision making, as well as providing new insights into organizational decisions (Daft, 2010 ). In this model, consensus is strongly emphasized through the formation of a “coalition” composed of interested parties such as managers and stakeholders to decide on the final decision. For example, when the objectives for a given task are ambiguous, different managers tend to have different priorities about which problem to solve first. Therefore, they must negotiate the problem and build a coalition to address it. Another reason for the e...... middle of the paper ......when the solution is not clear, a trial and error solution can be adopted. Daft (2010) explained that the Carnegie model can be a complement to the selection phase in the incremental model, particularly in the contractual part. By comparing the Carnegie model and the incremental decision-making model, it is clear that both are very different but can be combined perfectly under certain conditions. In other words, comparing these two models is like comparing an apple and an orange. However, by fully understanding the two models, managers can be well equipped with the skills needed to make decisions rationally and decisively. After all, it all boils down to the wise judgment and discretion of managers in making the best choice among all the alternatives for the good of their organization to maximize organizational efficiency and effectiveness..