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Collaborative Decision Making

Author

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  • Daniel Owen

    (Strategic Business Processes, Inc., Indian Harbour Beach, Florida 32937)

Abstract

A synthesis of the work of three noted authors provides a framework for collaborative decisions built on the foundation of decision analysis. A Nobel Prize winner provides a psychological foundation for the framework, an authority on harnessing the collective wisdom of organizations argues for the necessity of a mechanism for the aggregation of the decision makers’ understandings, and a former senior executive for a Fortune 500 company describes a series of structured dialogues that supports the aggregation of understandings.The resulting collaborative decision process aggregates, rather than compromises, the understandings of decision makers. It makes explicit the aggregation of individuals’ understandings of the frame of the decision to be made, the alternatives to be considered, the sources of value and risk, and, finally, the reasons for the resulting collaborative choice.In collaborative decision making, we do not strive for an optimum, a compromise, or a satisficing solution. Rather, collaborative decision making results in a significantly more valuable choice than the alternatives envisioned by any of the decision makers through the aggregation understandings. Though the collaborative choice was not envisioned by the decision makers, each feels ownership of it and explicitly agrees to implement it.

Suggested Citation

  • Daniel Owen, 2015. "Collaborative Decision Making," Decision Analysis, INFORMS, vol. 12(1), pages 29-45, March.
  • Handle: RePEc:inm:ordeca:v:12:y:2015:i:1:p:29-45
    DOI: 10.1287/deca.2014.0307
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    References listed on IDEAS

    as
    1. Samuel E. Bodily & Michael S. Allen, 1999. "A Dialogue Process for Choosing Value-Creating Strategies," Interfaces, INFORMS, vol. 29(6), pages 16-28, December.
    2. Michael W. Kusnic & Daniel Owen, 1992. "The Unifying Vision Process: Value beyond Traditional Decision Analysis in Multiple-Decision-Maker Environments," Interfaces, INFORMS, vol. 22(6), pages 150-166, December.
    3. Ronald A. Howard, 1988. "Decision Analysis: Practice and Promise," Management Science, INFORMS, vol. 34(6), pages 679-695, June.
    4. Ralph L. Keeney, 2013. "Foundations for Group Decision Analysis," Decision Analysis, INFORMS, vol. 10(2), pages 103-120, June.
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    Cited by:

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