TABLE
I: Varieties
of decision-making arenas (and styles) |
.
|
INTRA-
PARADIGMATIC
"Straight-forward"
Relatively stable
"Deciding about"
Without unstated
constraints
Single
value
Implementation
Short-term tactical
concerns
Technique/Science |
CROSS-
PARADIGMATIC
"Aggressive
constraints"
Relatively dynamic
"Reactive decision-
making"
Prevalence of unstated
(or secret) constraints
Multi valued
Extension
Medium term strategic
concerns
Art / Techne |
INTER-
PARADIGMATIC
"Fuzzy constraints"
Dynamically unstable
"Deciding in response to"
With and without
unstated constraints
Value development
Anticipation
Longer term strategic
concerns
Inspiration |
META-
PARADIGMATIC
"Holistic"
Turbulent
"Incorporating decision"
Neither with nor without
unstated constraints
Value emergence
Integration/Embodiment
Atemporal concerns
Insight |
Groups |
KNOWLEDGE
RESOURCES
(Conceptware) |
Arena
III
KNOW-HOW
DEVELOPMENT
Education
/ Training
(UNESCO)
Expertise development
Skills development (ILO)
Mass communications
(UNESCO)
Dissemination of
knowledge
Indoctrination
|
Arena
VIII
INNOVATION
/
DEVELOPMENT
Applied
research (R &
D)
Knowledge engineering
(Intellectual exploitation)
(Propaganda / Censorship) |
Arena
XI
DISCOVERY
/
INVENTION
Fundamental
research
Research
strategy
Lateral
thinking
Creativity |
Arena
XII
APPROPRIATE
PATTERNING
Pattern
creation
* Epistemic landscape design
* Pattern transformation
* Morphogenetic patterning
Guiding metaphors
* Image schematics
* Structural archetypes
Kairos |
Group
C
Transformative
decision-making
(XI - XII) |
HUMAN
RESOURCES
(Groupware) |
Arena
II
HUMAN
RESOURCE
MANAGEMENT
Personnel
management
(ILO):
*Wage scales
*Hiring/firing policies
*Conditions of work
Public
health/safety
(ILO/WHO)
Social security (ILO)
Population planning
(UNFPA)
Food supply (FAO/WFP)
|
Arena
VII
SOCIAL
DEVELOPMENT
Dealing
with demanding others:
*Competitors / Opponents
*Employee / Labour relations
*Community
*Underprivileged / Foreigners
Human
development
Social engineering
(Social exploitation)
(Collusion/Conspiracy)
(Subversion/Blackmail)
|
Arena
IX
RESPONSIVE
ORGANIZATION
Mutuality
in decision-making:
*Worker participation
*Self-management
*Social responsibility
Social Charter
(EEC)
Development with "human face"
Personal development
Organizational/Business ethics
Professional ethics |
Arena
X
APPROPRIATE
ORGANIZATION
Organizational:
* Transformation
* Culture design / appropriation
* Images / symbol appropriation
Symbolic
decisions
Appropriate commitment
"Projet social"
Political will to change |
Group
B
Innovative
decision-making
(VII - X) |
MATERIAL
RESOURCES
(Hardware) |
Arena
I
RESOURCE
OPTIMIZATION
Operational
decisions:
*Commerce/Trade
(UNCTAD/GATT)
*Industry (UNIDO)
Short-term
development:
*Resource allocation
*Cost/Effectiveness
*Programmed investment
Dealing/Bargaining
Calculated risk |
Arena
IV
ECONOMIC
DEVELOPMENT
Development
(R & D)
Engineering / Architecture
Medium-term
development (OECD):
*Financial system (G-7)
*Structural adjustment
(IMF)
*Agriculture (FAO)
*Commerce/Trade (UNCTAD/GATT)
*Industry (UNIDO)
(Econ. exploitation)
(Bribery / "Commissions") |
Arena
V
FUTURE
UNCERTAINTY
Long-term
investment
Futures markets
Risk / actuarial analysis
Long-term
development (UNCTAD)
Agriculture (FAO)
Environmental conserv. (UNEP) |
Arena
VI
MATERIAL
APPROPRIATENESS
Appropriate
technology:
*Product appropriateness
*Product design
Sustainable
development (UNCED) |
Group
A
Adaptive
decision-making
(I - VI) |
