Transferring Decision Conferencing skills
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Transferring Decision Conferencing skills A development programme at Dudley Metropolitan Borough Council
Mike Dennison and Tim Morgan In 1992, Dudley Metropolitan Borough Council
commissioned a series of Decision Workshops to help them identify options for the 1993/94 Revenue Budget. This process gave significant benefits to the Authority and it was decided to embark on a Decision Conferencing Development Programme in late 1992 which would develop an internal delivery capability to repeat the Revenue Budget process for 1994/95 and incorporate the use of Decision Conferencing into the management processes of the Authority. This article describes that programme.
Decision Conferencing - the process
whereby the results of such analyses can be presented to them in simple, easily comprehended ways.
Group Dynamics an awareness of which helps the facilitator and analyst ensure that the group of decision makers interact constructively. The purpose of Decision Conferencing is not to tell the decision makers what to decide. lt is to help the
decision makers explore and come to understand their beliefs, professional judgements and preferences in the context of the particular choices facing them. The language and formalism of the decision
The process of Decision Conferencing is described in detail elsewhere (French, 1989; Hall, 1986; Phillips, 1984, 1990). Only a brief description is given
analysis facilitates communication between the decision makers, by focusing attention on critical issues and avoiding sterile debate of irrelevant matters. Thus one of the outputs of a Decision
overall process.
Workshop is a shared understanding.
A Decision Workshop is a meeting, generally lasting two days, at which all the 'owners' of a problem, the decision makers, gather together to agree upon a solution. The decision makers are supported by a
Through this shared understanding of the choices before them and of their judgements and preferences, the decision makers are able to make betterinformed decisions. Because they are fully involved in all stages of the analysis and the growth of this understanding, the decision makers gain a strong commitment to the implementation of the decision.
here so that the reader is able to appreciate the
facilitator and a decision analyst. The facilitator's
role is to lead the Workshop, acting as a disinterested chairperson guiding the discussion forward con-
structively, and building and interpreting decision models which help the decision makers appreciate various facets of the problem before them. The analyst handles the details of the model building, using a personal computer and appropriate software. By using suitable projection devices results of the decision modelling can be displayed as they are produced, allowing the decision makers to explore the implications of the model ¡n real time.
Thus the aims of all Decision Workshops are: to create a shared understanding
to gain the whole group's commitment to and support for the decision taken.
Decision Conterencing brings together knowle
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