Michal T. Lysek, Halmstad University, Sweden Abstract This paper is a grounded theory on obtaining congruence in decision making. It is a study on how people receive contradictory information, and how they go through the process of deciding which option(s) to select. Sometimes leaders (e.g. officers, managers, etc.) try to engage people in challenging undertakings and present them with goals to follow. Which goals are followed and which are not depends on how they process that information, and what influences their decisions. By better understanding their decision making process, leaders could better learn how to influence people’s decisions. Leaders are also sometimes unaware that people often struggle with contradictory choices. The process of obtaining congruence in decision making consists of four stages: struggling, congruencing, deciding, and justifying. The process shows how people resolve cognitive struggles related to contradictive issues. The process is also a complementing theory to other theories on decision making related to psychology, management, and innovation. Keywords:Congruencing, deciding, justifying, struggling, classic grounded theory Introduction In their professions, people have to fulfill certain external expectations. At the same time, they also have a need to fulfill their own internal desires. These external expectations and internal desires can be defined as different objectives, some of which can even be contradictory to each other even if they have a common end goal. To fulfill these objectives, people have to make certain choices (and choose between different options). Those choices depend on their decisions, which make the process one of decision making. However, those decisions depend on finding congruence between their different choices. The main concern of these people in such a situation is to find congruence between certain choices related to their external and internal objectives. If congruence can be found between two or more different choices, then they can all be selected; but if not, then one or some of them need to be prioritized and the others rejected. Thus, the main concern of these people can be resolved by obtaining congruence in the process of decision making. This grounded theory was discovered in March of 2018, during a special program for participants from the Swedish Armed Forces. A total of 52 officers participated. The lectures were held for eight of them at either the Armed Forces Technical School (FMTS) or the Anti-Aircraft Regiment (Lv.6) in Halmstad, Sweden. For the remaining 41 participants, lectures were held at various regiments and flotillas (air wing, naval station) around Mälardalen, Sweden, including the Air Combat Training School (LSS) in Uppsala, Sweden and the Berga Haninge Garrison (Amf.1) in Stockholm, Sweden. Half of the participants were captains and half were majors. All participants, regardless of rank, were required to write a bachelor thesis as a preparation for the senior officer program (HOP). After the HOP, a Captain is promoted to the rank of Major or Lieutenant Commander. A Major is promoted to Lieutenant Colonel, and a Lieutenant Commander is promoted to Commander. However, since writing a bachelor thesis was a requirement for starting the HOP, the participants enrolled in this special program which covered one methodology course and one candidate thesis. I was involved as one of the lecturers for the methodology course. My task as a lecturer was to hold two types of lectures conducted in an integrated way, mixing practice with theory, and following a concentrated/focused schedule. One type of lectures dealt with quantitative research and the other type of lectures dealt with classic grounded theory, where my task was to...