TY  - BOOK
AU  - Rouwette, Etiënne A. J. A.
TI  - Engaged decision making: from team knowlege to team decisions
SN  - 9781032503516
U1  - 658.403 
PY  - 2024///
CY  - New York
PB  - Routledge
KW  - Decisions--Making
KW  - Team--Knowledge
KW  - Team--Decisions
N1  - Table of contents:
Part I. Are more heads better than one?

 

Chapter 1. Decision making traps

 

Chapter 2. Motivated team decision making

 

Chapter 3. Interventions to support team decisions

 

Part II. An overview of selected interventions

 

Chapter 4. Group model building: Understanding complex behaviour

 

Chapter 5. Application: Building the business model of Sioo management education

 

Chapter 6. Participatory scenario development: Thinking about the future

 

Chapter 7. Application: Understanding possible futures of Nijmegen municipality

 

Chapter 8. Group causal mapping: Clarifying issues, understanding purpose and developing options

 

Chapter 9. Application: Prioritising projects to tackle teenage pregnancies in a multi-cultural neighbourhood (part I)

Etiënne A. J. A. Rouwette and L. Alberto Franco with Ewan Lord 

Chapter 10. Decision conferencing: Articulating value preferences and trade-offs

 

Chapter 11. Application: Prioritising projects to tackle teenage pregnancies in a multi-cultural neighbourhood (part II)

Etiënne A. J. A. Rouwette and L. Alberto Franco with Ewan Lord 

Part III. Performing interventions

 

Chapter 12. Design choices

 

Chapter 13. Basics of facilitation

 

Chapter 14. Managing process and content

 

Chapter 15. Managing conflict and emotion

 

Part IV. Researching interventions

 

Chapter 16. Are interventions used in practice and do they really work?

 

Chapter 17. Building skills for the study and practice of interventions

(https://www.routledge.com/Engaged-Decision-Making-From-Team-Knowledge-to-Team-Decisions/Rouwette-Franco/p/book/9781032503516)
N2  - In the knowledge economy, teams play a central role in decisions made within and across organisations. The reason why teams with diverse compositions are often used is arguably their ability to develop solutions that none of their members could have produced alone. Systems design, strategy and policy development, risk management, and innovation are just a few of the areas that call for team decisions. Unfortunately, a considerable number of behavioural research studies show that teamwork is fraught with difficulties. Teams often underestimate their fallibility, struggle with conflict, or are unable to share and integrate critical information effectively. Indeed, the evidence shows that two out of three teams do not achieve their goals and half of organisational decisions – many of which are team decisions – fail.

In this book, the authors draw from research in psychology, decision and systems sciences – as well as their own research and consulting work that spans more than 20 years – to show how designed interventions can enable team decision making to become rigorous, transparent, and defensible. They cover theory and practice regarding the design, delivery, and evaluation of interventions to support team decision making in situations of varied complexity. Written as an applied resource for researchers and advanced students in particular, this book offers a guide to proven interventions that enhance the process of making team decisions and increase the chances of superior team results.

The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives (CC-BY-NC-ND) 4.0 license.

(https://www.routledge.com/Engaged-Decision-Making-From-Team-Knowledge-to-Team-Decisions/Rouwette-Franco/p/book/9781032503516)
ER  -