This paper presents an analysis of the impact of the causal looping method to the Korean middle managers" decision-making processes. The sample included the observations of decisions made by 70 groups with 5 to 7 members each. The results showed that the causal looping method was a strong device to help Korean managers followed value-focused decision processes, as opposite to alternative-focuses ones. The lessons from this study suggest a direction for the development of the education method to improve group decision-making processes.