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When faced with situations that demand making decisions of a strategic nature, decision- makers must decide how to make such decisions. A study was undertaken, involving interviews with two experienced key decision-makers responsible for seven decision-making processes, in order to identify the decisions taken about the process itself – the metadecisions – and also, to verify the existence of any sort of logical structure between these metadecisions. Four variables were developed for this research: 1. participative dependence, involving the decision about the participants in the decision-making process; 2. phase of the process, i.e. the different steps activated in a decision-making process; 3. analytical structuring, involving the choice between intuition and the structured analysis of information; and 4. influence, i.e. the decision regarding the level of influence to be exerted throughout the decision-making process. The findings indicate that the metadecisions taken during the decision-making process may present some degree of correlation among each other. Specific proposals to explain the subjacent logical structure of the identified correlations are presented. The research approach that was used opens up a new and deeper perspective for the comprehension and management of the decision-making processes, particularly the nonroutine ones.