Keywords: decision conferencing, group communication, shared understanding, contemporary management
A reconceptualisation of Decision Conferencing: towards a command methodology
Decision Conferencing can be viewed as comprising two major elements: (a) the decision-modelling component and (b) the process of group communication and facilitation in which the modelling is embedded. Whilst the former has a theoretical foundation in Decision Theory, the process of group communication and facilitation in which the modelling is embedded is, we argue, seriously under-theorised. It is therefore open to different interpretations, depending upon the assumptions held by individual facilitators about the nature of groups and their facilitation as well as about the process of communication within groups. This paper sets out to augment the current theories underpinning Decision Conferencing. The discussion relates to Decision Conferencing as applied to strategic planning. The proposed theoretical framework draws on Habermas' theory of communicative rationality by developing a command methodology. Implications of this formulation are described and discussed.