(see commentary)
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 |
||
KNOWLEDGE
RESOURCES (Conceptware) |
KNOW-HOW DEVELOPMENT
Education / Training (UNESCO) Expertise development Skills development (ILO) Mass communications (UNESCO) Dissemination of knowledge Indoctrination Arena III |
INNOVATION/DEVELOPMENT
Applied research (R & D) Knowledge engineering (Intellectual exploitation) (Propaganda / Censorship) Arena VIII |
DISCOVERY/INVENTION
Fundamental research Research strategy Lateral thinking Creativity Arena XI |
APPROPRIATE PATTERNING
Pattern creation Epistemic landscape design Pattern transformation Morphogenetic patterning Guiding metaphors Image schematics Structural archetypes Kairos Arena XII |
Group C
Transformative decision-making (XI - XII) |
|
HUMAN
RESOURCES (Groupware) |
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 II |
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 VII |
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 IX |
APPROPRIATE ORGANIZATION
Organizational: Transformation Culture design/appropriation Images/symbol appropriation Symbolic decisions Appropriate commitment "Projet social" Political will to change Arena X |
Group B
Innovative decision-making (VII - X) |
|
MATERIAL
RESOURCES (Hardware) |
RESOURCE OPTIMIZATION
Operational decisions: Commerce/Trade (UNCTAD/GATT) Industry (UNIDO) Short-term development: Resource allocation Cost/Effectiveness Programmed investment Dealing/Bargaining Calculated risk
Arena I |
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) (Economic exploitation)(Bribery
/ "Commissions")
|
FUTURE UNCERTAINTY
Long-term investment Futures markets Risk/actuarial analysis Long-term development (UNCTAD) Agriculture (FAO) Environmental conservation
(UNEP)
Arena V |
MATERIAL APPROPRIATENESS
Appropriate technology: Product appropriateness Product design Sustainable development (UNCED)
Arena VI |
Group A
Adaptive decision-making (I - VI) |