A significant proportion of organizational failures arises from deficiencies in the processes of belief formation, evidence evaluation, and the transformation of these into organizational decisions. This article examines the relationship between general logic and organizational rationality and investigates how the application and extent of the use of logic and critical thinking within organizations may be implemented and assessed. In this regard, it is argued that a form of minimal normativity of logic can be defended, according to which, although logic alone does not determine all dimensions of organizational rationality, violations of certain fundamental logical principles are incompatible with rational decision-making. The analysis of the impact of cognitive biases likewise supports the view that adherence to the fundamental norms of logic and critical thinking can play a crucial role in mitigating and managing the negative effects of such biases. Furthermore, by emphasizing the distinction between critical thinking skills and the disposition to employ those skills, the article argues that enhancing organizational rationality requires not only the teaching of critical thinking skills, but also the institutionalization of the disposition to use them within organizational structures, procedures, and culture. Accordingly, organizational rationality is understood as the outcome of the interaction between the cognitive skills of organizational members, organizational procedures, and the overarching culture governing the organization.