The model of decision making represented in the case of the Deepwater Horizon disaster is the nonrational model. When the Deepwater Horizon oil rig starting showing behavioral signs of abnormalities, there were no steps in place on how to deal with the situation. When the rig displayed unexpected pressure, arguments among the workers broke out on how to handle the situation. The fact that the two companies were too busy arguing about what was happening, common protocols were not followed. Workers for both BP and Transocean should have heeded the warning and come up with procedures on how to handle the situation. Instead everyone’s tempers were rising to the point that workers were losing control of the situation (Kreitner & Kinicki,
