Aesthetic Perspectives in Group Decision and Negotiation Practice
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Aesthetic Perspectives in Group Decision and Negotiation Practice Edoardo Fregonese1 · Isabella M. Lami2 · Elena Todella1
© The Author(s) 2020
Abstract This paper explores the role of the aesthetics in Group Decision and Negotiation (GDN) practice, specifically how it affects the methods and the cognitive processes in the architectural field. We intend aesthetics as “scientia cognitionis sensitivæ”, a particular process and way of knowing and experiencing the problem through senses, imagination and empathy. We argue that (a) aesthetics and aesthetic features can (and do) convey knowledge about the problem; (b) we can distinguish between two kinds of aesthetics, one of the process and one of the product and (c) the aesthetics can contribute to create a “plural subject”. The issue is investigated through a decision problem about the transformation of an iconic building in the centre of Turin (Italy), in two ways: (1) by merging the Strategic Choice Approach (SCA) with architectural design and (2) by approaching the same issue with Storytelling, as a method for problem-based instruction. Considering the aesthetics as a specific form of language, the paper offers innovative considerations about the role of representation and visualisation tools and models—drawing, scheme, diagrams, but also video and text—as support for group decisions and negotiations, in the construction of knowledge within decisional processes. Keywords Aesthetics · Strategic Choice Approach (SCA) · Storytelling · Knowledge construction
* Elena Todella [email protected] 1
Architecture and Design Department, Politecnico di Torino, Viale Mattioli 39, 10125 Turin, Italy
2
Interuniversity Department of Regional and Urban Studies and Planning, Politecnico di Torino, Viale Mattioli 39, 10125 Turin, Italy
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1 Introduction Decision processes with at least two participants and both a common interest and conflicting individual goals can be framed in the field of Group Decision and Negotiation (GDN). Such processes are complex and include discussion, proposals and choice; indeed, communication and knowledge creation (Tavella and Franco 2015; Eden et al. 2017) are key to GDN processes. Moreover, support for these dynamics is central in the field. Knowledge creation is particularly relevant in Problem Structuring Methods (PSMs) (see, for example, Franco 2013; Franco and Montibeller 2010; Tsoukas 2005, 2009). Indeed, group decision support methodologies have action implications (e.g. agreement on solutions, involvement in policies), which are one of the main intended outcomes of these workshops and interventions (see, among others, Eden 1992; Keys 2007a, b; White et al. 2016). PSMs belong to the family of facilitated modelling approaches, a term that some scholars in the field use to define approaches which combine group dialogue, facilitation and participatory modelling (e.g. Mingers and Rosenhead 2004; Franco and Montibeller 2010; Franco and Rouwette 2011; Herrera et al. 2016; Rouwette 2011; Ta
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