Problem
Fragmented decision-making
Experimental visualization of narrower problems
Claim:
Decision-makers conceive of their task as dealing with a sequence of problems that have to be solved one at a time. They do not take into account the side effects and repercussions of certain measures. They deal with the entire system, not as a system but as a bundle of independent mini-systems. And dealing with systems this way breeds trouble. If we do not concern ourselves with the problems we do not have, we soon have them. Broader Problems:
Unshared mutual responsibilityInefficient public administrationIneffective decision-making processesFragmented planning of community life Narrower Problems:
Legal inconsistencyLack of brainstormingLimited decision-making contextNon-inclusive management decisionsInadequate environmental impact assessmentSimplistic family decision-making structuresIncomplete implementation of community decisionsIsolation of individual decision-making from contextShort-sighted decisions about intersocial interactionInadequacy of the committee system of decision makingExclusion of dissenters from decision making processes Related Problems:
Unimaginative educational vision Aggravates:
FrustrationAdministrative delaysUnintended consequencesUndemocratic policy-makingInstitutional fragmentationUninformed community decision makingIncomplete utilization of external relations Strategies:
Integrating decision-making Values:
FragmentationIndecision References:
Dorner, Dietrich: The Logic of Failure: recognizing and avoiding error in complex situations Problem Type:
F: Fuzzy exceptional problems Subject(s):
Policy-making → PolicyRelated UN Sustainable Development Goals:
Date of last update
25.11.1999 – 00:00 CET