This paper investigates chaotic conditions that organizations face, emphasizing the necessity of adopting new technologies and strategic thinking. The focus is on behavioral sciences, particularly the relationship between brain functionality, neurological processes and managerial behavior. This research delves into analysis of brain wave activity, especially Alpha Waves, using a blend of theoretical and experimental methods to understand influences on decision-making in uncertain environments. Vital questions are posed, such as how knowledge of brain wave activity can enhance decision-making and the implications of these findings for psychology and model resilience against adversarial attacks. Through empirical exploration and use of EEG, this study links behavioral research with computational models, highlighting impact of brain functionality on behavior and advocating for rethinking of decision-making processes. Ultimately, this research aims to develop robust models that reshape managerial strategies, thereby emphasizing importance of neuroscience in addressing management challenges. This paper poses key questions regarding interpretability of models based on brain activity and resilience to biases and adversarial attacks. Some of these are as follows: How does understanding brain wave activity enhance the comprehension of decision-making in environments? In what ways can organizations implement findings to improve decision-making? What implications do these findings have for future research in psychology? How might adversarial attacks influence development of decision-making models using brain data? Through empirical exploration, via EEG’s role in enhancing decision-making and involving a small respondent sample, this study seeks to bridge behavioral research with computational models to enhance understanding of cognitive dynamics in managerial contexts. This paper advocates for rethinking decision-making foundations by proposing alternative frameworks to better comprehend decision problems in practical applications. This paper contributes valuable insights toward developing more robust and interpretable models that can radically transform managerial strategies. Consequently, the recommendations put forth urge a re-evaluation of decision-making frameworks, reinforcing relevance of neuroscience in practical management issues.