DECISION CONFERENCING

Most resource allocation decisions are prepared by multiple stakeholders within organisations. Decision conferencing can help a group of decision-makers develop a shared understanding of a complex issue and reach agreement about the way forward. The method is based on the socio-technical approach of the LSE School of Decision Analysis. Usually a visual computer-based model is created on-the-spot to include the judgements of the participants. The model is often based on multi-criteria decision analysis (MCDA), which provides scope for representing both the many conflicting objectives expressed by the participants, and the inevitable uncertainty about future consequences. As a 'tool for thinking', the approach enables participants to see the logical consequences of differing viewpoints and to develop higher-level perspectives on the issues.

The models developed during the course of Decision Conferences are usually "requisite". They are, in form and content, sufficient to solve the problem at stake ("just-enough-modelling"). They offer several advantages:

As all key players in a given decision situation will usually attend a Decision Conference, the actions agreed upon are unlikely to be stopped by someone else arguing that the group failed to consider a major factor.
The model plays a crucial role in generating commitment. All model inputs are generated by the participants and nothing is imposed upon them. Accordingly, the final model is the product of the group and is thus 'owned' by the participants.
Computer modelling helps to take the heat out of disagreements. The model allows participants to consider differing judgements without commitment, to review the results, and then to change their views. Instant play-back of results, which can be seen by all participants, helps to generate new perspectives and stimulate new insights about the issues.

Decision conferencing can be applied to most major issues faced by private organisations, government departments, charities and voluntary organisations. Topics typically cover operations, planning or strategy. For example, organisations have used Decision Conferencing to develop corporate plans and strategies; to evaluate alternative visions for the future; to prioritise R&D projects and create added value; to allocate limited resources across budget categories; to evaluate the effectiveness of government policies, schemes and projects; to improve utilisation of existing buildings and plant; to determine the most effective use of an advertising budget; to assess alternative sites for a technological development and develop a strategy to respond to a new government initiative.

Conditions for the use of Decision Conferences for the allocation of resources:

The style of decision-making within the organisation should allow for consultation and deliberation, time allowing
The organisation should be open to change - decision conferencing is usually experienced as a very different way to deal with complex issues
A climate of problem-solving should exist, so that options can be freely explored