Strategic issue analysis: NGT + decision analysis for resolving strategic issues

Article Abstract:

This article discusses how nominal group technique (NGT) can be combined with a decision analysis (DA) technique - simple multi-attribute utility - to assist decision makers in dealing with strategic issues. The authors identify a stepwise means of guiding such complex, 'messy' issues through multiple levels so that organization-level alternatives can be considered without sacrificing unit-specific needs. A detailed case study is presented in which an organization consisting of many independently functioning divisions and subdivisions used NGT + DA along with group decision methodology to devise and choose from among alternatives for an integrated computer system. The organization was able to achieve consensus as to the system adopted, and informal and survey feedback from participants indicates their satisfaction with the process. The authors conclude that NGT + DA is relatively easy and inexpensive to use and transparent to the user, and call for research to assess its relative strengths compared to other combined techniques using NGT. (Reprinted by permission of the publisher.)

Methods, Decision-making, Group, Group decision making, Psychology, Applied, Applied psychology

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The use of decision analysis for organizational design: reorganizing a community hospital

Article Abstract:

Organizational design is presented as a decision process, with specific structures seen as providing alternative choices. To illustrate this, the authors present the case of a major metropolitan hospital that used the process to coordinate service delivery (nursing care versus patient care) and service focus (product oriented versus function oriented). Through interviews with more than 40 hospital administrators and staff, the authors created a list of 20 attributes, and used simple multi-attribute utility analysis to generate six design alternatives. The decision makers unanimously chose one alternative, even though potential for significant conflict existed because of differing values and objectives. The authors find decision analytic techniques useful for both the problem formulation and for generating and evaluating structural alternatives, and conclude that in this case consensus was facilitated by the decision process used. (Reprinted by permission of the publisher.)

Organizational change, Hospitals, Hospital administration

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Differences in perception of strategic decision-making processes: the case of physicians and administrators

Article Abstract:

Understanding the differences in perceptions among organization leaders of the strategic decision-making process and who participates in it can help leaders manage potential conflict. Although differences in perception occur because of differences in roles and group membership, these differences in perception may be exacerbated by the content of the decision itself and by the generic strategy of the organization. In a study of hospital strategic decision making, findings show that the decision makers' roles, the content of the strategic decision, and, in some cases, the generic strategic strategy of the organization affect differences in perception of the extent to which physicians participate in strategic decision making. Findings also show that decision makers may agree about who participates, but not about how physicians participate. Implications for managers are discussed. (Reprinted by permission of the publisher.)

Planning, Case studies, Physicians, Medical professions, Perception, Perception (Psychology), Hospital administrators

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