Strategic decision making

Abstract

This paper introduces a methodology for strategic intervention in collective decision making. The methodology is based on (1) a decomposition of the problem into a few main controversial issues, (2) systematic interviews of subject area specialists to obtain a specification of the decision setting, consisting of a list of stakeholders with their capabilities, positions, and salience on each of the issues; (3) computer simulation. The computer simulation models incorporate only the main processes through which differences in positions and salience are accommodated in binding decisions: management of meaning through the provision of convincing information, challenges, and exchanges. The methodology generates insights into the likely outcomes of the process, the amount of conflict involved, and the stability of the outcomes. These insights and the investigation of the effects of strategic moves provide major strategic advantages to the user. This is likely to lead to a better representation of the user's own position in the decision outcome and the creation of a broader political and social support behind the decision outcome.

Citation

Stokman, F.N., van Assen, M.A.L.M., van der Knoop, J. and van Oosten, R.C.H. (2000), "Strategic decision making", Advances in Group Processes (Advances in Group Processes, Vol. 17), Emerald Group Publishing Limited, Leeds, pp. 131-153. https://doi.org/10.1016/S0882-6145(00)17006-7