Managing Complex Decisions: New Directions in Theory and Practice

This book brings together an international team of academics and practitioners in the fields of organization and management science. Drawing on their experiences as consultants within a wide variety of organizational settings, the authors explore key issues in the provision of effective decision support to groups tackling complex strategic problems. The authors discuss the use of the techniques and methods they have developed for group decision support, including developments in "mixed methods". They consider the organizational and inter-organizational contexts for strategic decision-making and the approaches to group decision support. The crucial significance of the relationship between particular methods and the personal styles and "theories-in-action" of both consultants and client groups is addressed. The contributors also argue for attending to the often neglected "trivialities" of the physical environments for group problem-solving. Threading through all the chapters is a concern with the interaction between analytic help with the complex "contents" of strategic problems, and the management of "process" as the key to successful group decision support.

Table of Contents:
Part I Groups and organizations - a context for group decision support: complexity and strategic decision-making, John Churchill; handling organizational complexity in group decision support, John Friend; the complexity of decision management practice, Steve Cropper; using the competing values approach to explore "ways of working", Colin Eden and John Rohrbaugh; the unfolding nature of group decision support - two dimensions of skill, Colin Eden. Part II Considerations in providing decision-making support to groups: observations of complex decision-making situations utilising metagame analysis, Ted Mitchell et al; the analysis and resolution of decision situations with interacting participants, Jim Radford; problem-solving in small groups - team members as agents of change, Bill Mayon-White. Part III Mixing methods: variety, formality and style - choosing amongst decision-support methods, Steve Cropper; mixing methods - combining conflict analysis, "SODA" and "Strategic Choice", Peter Bennett; systems of perceptions - developments in hypermapping, Jim Bryant; gaming, competitor analysis and strategic management, Chris Huxham and Colin Eden. Part IV Computer supported group decision-making: the role of computers in group decision support, Fran Ackermann; decision analysis for group decision support, Lawrence D.Phillipps. Part V The environment for supporting groups: managing the environment as a means to managing complexity, Colin Eden; on trivialities in process, Chris Huxham; decision spaces - a scenario about designing appropriate rooms for "activity-based" decision management, Allen Hickling. Part VI Key themes and future directions: of tools, models, methods and methodology, Rolfe Tomlinson.