Decision Conferencing

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Making decisions and reaching consensus on complex issues is often problematic. One method to facilitate these types of group decision making situations is decision conferencing, a socio-technical approach.

"Decision conferencing is a series of intensive working meetings, called decision conferences, attended by groups of people who are concerned about some complex issues facing their organisation. There are no prepared presentations or fixed agenda. The meetings are conducted as live, working sessions lasting from one to three days. A unique feature is the creation, on-the-spot, of a computer-based model which incorporates data and the judgements of the participants in the groups"¹.

With a history going back to the 1970's with Dr Cameron Peterson from Decisions and Designs Inc, decision conferencing has long been used by organisations including government, industry and the voluntary sector. Some key elements that make this method attractive and effective include the fact that it is a transparent decision making process, with the aim of building consensus through an impartial facilitator, aided by computer-based decision models.

A typical decision conference has four stages. In the first stage, key stakeholders come together and discuss the issue or problem at hand. In the second stage, a model is created based on the discussion, opinions and judgements of all participants. This model will be continually adjusted throughout the meeting. In the third stage, the results of the model are explored and discussed, usually prompting changes in the model and further discussion. In the fourth stage, the group will summarise key issues and conclusions and agree on a way forward. Participants may opt for a short follow-up session to allow for time for reflection and resolve remaining issues².

Here is a diagram depicting the decision conference process:

Decision conferencing can be, and has been used for tackling issues such as resource allocation, policy creation, strategic planning, conflict resolution and feasibility analysis. The decision models used are often based on multi-criteria decision analysis (MCDA), a methodology which is well suited for problems involving multiple stakeholders, multiple criteria and uncertainty.

Lawrence Phillips, of the London School of Economics and Political Science, found that decision conferences were highly effective, although not necessarily in bringing group consensus. Rather, they helped groups generate a shared understanding of the issues, develop a sense of common purpose, and gain commitment to the way forward².

Successful and effective decision conferences typically meet four criteria:

First, the style of decision making in the organisation should allow for consultation and deliberation, time allowing
Second, communication links should exist across the organisation's divisions and departments, so that information flows laterally as well as vertically
Third, a climate of problem solving should exist, so that options can be freely explored
Finally, authority and accountability should be well distributed throughout the organisation, neither concentrated at the top nor totally distributed toward the bottom³

Effective, consensual group decision making may never be an easy process. Decision conferencing offers many attractions to aid the process, including the use of computer-based modelling which depicts individual inputs and the consequences of those inputs. Results are immediate and help bring the group to a shared understanding of the issues and commitment on how to move forward.

While traditional decision conferences are held with small groups in one room, the concepts and techniques behind it can now be applied on a much larger scale, with the help of Web 2.0 technology. Moxy Knowledge Management's current project aims to facilitate decision conferencing on a national level, looking at the pressing issue of environmental, social and economic sustainability in a low carbon economy. We strongly believe that open communication, impartial decision models, and the engagement of all major stakeholders is necessary if we are to build a shared understanding of how to move forward on these issues. As Phillips argues, decision conferencing helps organisations make "smarter, defensible decisions"².

Sources:

1. "What is Decision Conferencing?". Decision Conferencing. London School of Economics and Political Science.
http://www.lse.ac.uk/collections/decisionConferencing/whatIs/Default.htm

2. Phillips, Lawrence. Decision Conferencing. Operational Research working papers, LSEOR 06.85. London, UK: London School of Economics and Political Science, 2006.

3. "Guidelines". Decision Conferencing. London School of Economics and Political Science. http://www.lse.ac.uk/collections/decisionConferencing/whatIs/guidelines.htm

4. Wright, George and Bolger, Fergus. Expertise and Decision Support. New York: Plenum Press, 1992.