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Decision-Making Models

If a team wishes to ensure that problem and interest positions are handled equally in meetings, then both foci must feature in the presented decision-making models. This is not usual and self-understood. Often, in presentations, only the problem aspects of a topic are objectively listed (and, also, very frequently rather one-sidedly in favour of the preferred variant). A systematic ‘disclosure requirement’ about the interests of other team members, other teams or other areas are usually not presented.

However, with each decision, there are stakeholders who expect disadvantages for themselves or consider their own interests compromised. It makes a difference whether such information even arrives at a meeting or whether it is ‘pushed out’ in advance.

Each team can decide, in principle, whether, for a decision-making suggestion, it also wishes to allow the opposite point of view to be presented at meetings. The advantage of this variant is that it presents a broader spectrum of possible consequences and opens up explicit options for action. In addition, the team’s ability to direct itself, and its capacity to react to resistance in the relevant environment, increases. A template, which, from a meta theory viewpoint, has proven itself, can be downloaded here.



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