Decision conferencing

Advances in Decision Analysis: From Foundations to Applications

Volumn , Issue , 2007, Pages 375-399

  Phillips, Lawrence D ^a  

^a LONDON SCHOOL OF ECONOMICS   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 84925684410     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.1017/CBO9780511611308.020     Document Type: Chapter

References (47)

1. Ascher, K., and Nare, B. (1990). Strategic planning in the public sector. In D. E. Hussey (Ed.), International Review of Strategic Management, Vol. 1. Chichester: John Wiley & Sons.
2. Aumónier, S., and French, S. (1992). Decision conference on emergency reference levels for relocation. Radiological Protection Bulletin, 133.
3. Bana e Costa, C. A., Correa, E. C., De Corte, J.-M., and Vansnick, J.-C. (2002). Facilitating bid evaluation in public call for tenders: Asocio-technical approach. Omega, 30, 227–242.
4. Bana e Costa, C. A., Da Silva, P. A., and Correia, F. N. (2004). Multicriteria evaluation of flood control measures: The case of Ribeira do Livramento. Water Resources Management 18, 263–283.
5. Bana e Costa, C. A., Silva, F. N. d., and Vansnick, J.-C. (2001). Conflict dissolution in the public sector: A case-study. European Journal of Operational Research, 130(2), 388–401.
6. Beach, L. R. (1990). Image Theory: Decision Making in Personal and Organizational Contexts. Chichester, UK: John Wiley & Sons.
7. Bernardo, J. M., and Smith, A. F. M. (1994). Bayesian Theory. Chichester, UK: John Wiley & Sons.
8. Bion, W. R. (1961). Experiences in Groups. London: Tavistock Publications.
9. Brealey, R. A., Myers, S. C., and Marcus, A. J. (1995). Fundamentals of Corporate Finance. New York: McGraw Hill.
10. Bresnick, T. A., Buede, D. M., Pisani, A. A., Smith, L. L., and Wood, B. B. (1997). Airborne and space-borne reconnaissance force mixes: A decision analysis approach. Military Operations Research, 3(4), 65–78.
11. Buede, D. M., and Bresnick, T. A. (1992). Applications of decision analysis to the military systems acquisition process. Interfaces, 22(6), 110–125.
12. Butterworth, N. J. (1989). Giving up ‘The Smoke’: A major institution investigates alternatives to being sited in the city. Journal of the Operational Research Society, 40(8), 711–717.
13. Charlish, P., and Phillips, L.D. (1995). Prioritizing projects and creating portfolios. Executive Briefing, 16, 33–36.
14. Chun, K.-J. (1992). Analysis of Decision Conferencing: A UK/USA Comparison. London London School of Economics and Political Science.
15. Clemen, R. T., and Reilly, T. (2001). Making Hard Decisions with Decision Tools. Duxbury Thompson Learning.
16. Gergen, K. J. (1993). Toward Transformation in Social Knowledge, 2nd ed. London: Sage.
17. Goodwin, P., and Wright, G. (2003). Decision Analysis for Management Judgment, 3rd ed. Chichester: John Wiley & Sons.
18. Hardin, G. (1968). The tragedy of the commons. Science, 162, 1243–1248.
19. Hickling, A. (1990). Decision spaces: A scenario about designing appropriate rooms for ‘activity-based’ decision management. In C. Eden and J. Radford (Eds.), Tackling Strategic Problems: The Role of Group Decision Support. London: Sage, pp. 167–177.
20. HM Treasury. (2003). The Green Book: Appraisal and Evaluation in Central Government. London: The Stationery Office.
21. Holbourn, M. (1998). Decision conferencing – a tool for budget allocation. Focus on Police Research and Development, May 1998(10), 22–23.
22. Jaques, E. (1998). Requisite Organisation: A Total System for Effective Managerial Organization and Managerial Leadership for the 21st Century. Arlington, VA: Cason Hall.
23. Kahneman, D. (2002). Maps of bounded rationality: A perspective on intuitive judgment and choice. The Nobel Foundation. Retrieved December 8, 2002, from the World Wide Web.
24. Keeney, R. L. (1992). Value-Focused Thinking: A Path to Creative Decisionmaking. Cambridge MA: Harvard University Press.
25. Keeney, R. L., and Raiffa, H. (1976). Decisions with Multiple Objectives: Preferences and Value Tradeoffs. New York: John Wiley.
26. Lawrence, G. (1996). The fifth basic assumption. Free Associations, 6(1), No. 37, 28–55.
27. MacCrimmon, K., and Wehrung, D. (1986). Taking Risks: The Management of Uncertainty. London: Collier Macmillan.
28. Matheson, D., and Matheson, J. (1998). The Smart Organization: Creating Value through Strategic R&D. Boston, MA: Harvard Business School Press.
29. McCartt, A. T., and Rohrbaugh, J. (1995). Managerial openness to change and the introduction of GDSS: Explaining initial success and failure in decision conferencing. Organization Science, 6(5), 569–584.
30. Morgan, T. (1993). Phased decision conferencing. OR Insight, 6, 3–12.
31. Phillips, L.D. (1982). Requisite decision modelling: A case study. Journal of the Operational Research Society, 33, 303–311.
32. Phillips, L. D. (1984). A theory of requisite decision models. Acta Psychologica, 56, 29–48.
33. Phillips, L. D. (1986). Decision analysis and its applications in industry. In G. Mitra (Ed.) Computer Assisted Decision Making. Amsterdam: Elsevier Science Publishers.
34. Phillips, L. D. (1989). People-centred group decision support. In G. Doukidis, F. Land, and G. Miller (Eds.), Knowledge-Based Management Support Systems. Chichester, UK: Ellis Horwood.
35. Phillips, L. D. (1990). Requisite decision modelling for technological projects. In C. Vlek and G. Cvetkovich (Eds.), Social Decision Methodology for Technological Projects. Dordrecht Netherlands: Kluwer Academic Publishers, pp. 95–110.
36. Phillips, L. D., and Bana e Costa, C. (2007). Transparent prioritisation, budgeting and resource allocation with multi-criteria decision analysis and decision conferencing. Annals of Operations Research, in press.
37. Phillips, L. D., and Phillips, M. C. (1993). Facilitated work groups: Theory and practice. Journal of the Operational Research Society, 44(6), 533–549.
38. Regan-Cirincione, P. (1994). Improving the accuracy of group judgment: Aprocess intervention combining group facilitation, social judgment analysis, and information technology. Organizational Behavior and Human Decision Processes, 58, 246–270.
39. RIIA. (1927). Royal Institute of International Affairs. Retrieved, from the World Wide Web, on February 3, 2007: http://www.chathamhouse.org.uk/
40. Schein, E. H. (1999). Process Consultation Revisited: Building the Helping Relationship. Reading, MA: Addison-Wesley.
41. Schwarz, R. (2002). The Skilled Facilitator: A Comprehensive Resource for Consultants Facilitators, Managers, Trainers and Coaches. San Francisco: Jossey-Bass.
42. Simon, H. A. (1955).A behavioral model of rational choice. Quarterly Journal of Economics 69, 99–118.
43. Stewart, T. J. (2003). Thirsting for consensus: Multicriteria decision analysis helps clarify water resources planning in South Africa. OR/MS Today, 30(2), 30–34.
44. Trist, E., and Murray, H. (Eds.). (1990). The Social Engagement of Social Science: A Tavistock Anthology (Vol. I: The Socio-Psychological Perspective). London: Free Association Books.
45. Vari, A., and Rorhbaugh, J. (1996). Decision conferencing GDSS in environmental policy making: developing a long-term environmental plan in Hungary. Risk Decision and Policy, 1(1), 71–89.
46. Watson, S. R., and Buede, D. M. (1987). Decision Synthesis. Chichester, UK: John Wiley & Sons.
47. Wooler, S., and Barclay, S. (1988). Strategy for reducing dependence on a strike-prone production facility. In P. Humphreys and A. Vari and J. Vecsenyi and O. Larichev (Eds.) Strategic Decision Support, Amsterdam: North Holland.