On May 6th 2015, Dr. Claudia Nagel's book "Behavioral Strategy. Thinking and feeling in the decision-making process. The unconscious and the company's success " was presented at the Hessischer Hof in Frankfurt. Well-known representatives from business and politics were represented on this occasion. Also present were Prof. Dr. med. Hermut Kormann, who wrote the foreword, as well as publisher Dr. Reinhard Nenzel (Entrepreneur Media GmbH, Bonn). The author explained the importance of her approach for the development and implementation of strategies in corporations and large owner-dominated SMEs in a short presentation. In addition, Claudia Nagel has informed about the founding of her "Institute for Behavioral Strategy" and her prominent colleagues.

The new discipline of "Behavioral Strategy" builds on the fledgling disciplines of Behavioral Finance and Behavioral Economics to focus on the psychology of the strategic decision maker and the process of finding a business strategy. The bottom line of her approach is that in our complex world, only these entrepreneurs are developing good strategies for their businesses and thus for their further owners and other stakeholders, who know about their own human limitations (cognitive biases) and the special but also limited skills of humans thinking and planning into the future. The feelings and the intuition of the decision maker should not be hidden, but should enrich the discourse on strategies. Since emotions and anxiety affect one way or the other, it is wiser to use them properly. This leads to better strategic decisions, lower costs and higher quality of implementation.

Professor Kormann summarizes the work as follows: "The author pleads for the culture of a collegial strategic discourse, which determines what is right and does not care about who is right. These thoughts should appeal especially to owner-managed SMEs. For these "normal" companies, strategy development consists of a search process that is always open, in which the patterns of success resulting from one's own history are developed further and future success factors are tracked down. " According to Reinhard Nenzel, the new approach provides the appropriate theory for the experienced practice: "If important business decisions were made, it would be allowed to articulate the emotions of the acting persons, their subjective preferences and aversions, but also their inner needs and fears, and  to include them in the overall view this would open up a large source of power. This would be a great way to lead organizations holistically into the future. It generates enthusiasm in the company and avoids the costs of unsuccessful implementations. "