Challenges to Comprehension Implied by the Logo
of Laetus in Praesens
University of Earth Alternative view of segmented documents via Kairos

1991

Varieties of Decision-making Arenas and Styles: Table

- / -


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 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 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)
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