This table was originally developed from a commentary on varieties of decision-making (Guiding Metaphors and Configuring Choices) A variant was subsequently developed as Varieties of Dialogue Arenas and Styles) (Table) and as Varieties of Disciplinarity, Interdisciplinarity and Transdisciplinarity (Table)
Table 1: 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 (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 Dealing
with demanding others: 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 and 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) |
For further updates on this site, subscribe here |