Developing consensus: reflections on a model‐supported decision process

Abstract

Focuses on consulting experiences utilizing simulation approaches that capture decision‐making processes in formulations that are transparent to the general manager. Examines the dual benefit of modelling in terms of not only providing forecasts and an objective framework for quantitative evaluations, but also in the softer sense of building consensus in management teams. Casts these experiences against theories of effective group decision making, and other decision support examples which focus on the use of models. Reconciles the circumstances of the case with the conditions specified for effective group working and suggests that the greatest contribution may be made to consensus decision making when the whole modelling approach, not just access to model outputs, is integrated into the decision‐making process, and where the model complexity is commensurate with the task complexity and the task familiarity of the management group.

Citation

Winch, G.W. (1995), "Developing consensus: reflections on a model‐supported decision process", Management Decision, Vol. 33 No. 6, pp. 22-31. https://doi.org/10.1108/00251749510087623