  Strategic Decision-Making is always challenging because it is inherently
uncertain, ambiguous, risky, and complex. It is the art of possibility. We
develop a systematic taxonomy of decision-making frames that consists of 6
bases, 18 categorical, and 54 frames. We aim to lay out the computational
foundation that is possible to capture a comprehensive landscape view of a
strategic problem. Compared with traditional models, it covers irrational,
non-rational and rational frames c dealing with certainty, uncertainty,
complexity, ambiguity, chaos, and ignorance.
