1. The document discusses decision making and the factors that influence it. It distinguishes between underlying conditions, which are the actual pre-existing causes and effects, and perceived conditions, which are the states recognized as factors that need to be addressed in making a solution or decision.
2. Decision makers are held responsible for the consequences of their decisions, which leads them to calibrate decisions to make the consequences acceptable. However, there is not always more than one justifiable decision to make.
3. The level of certainty in a decision depends on whether the underlying conditions prevent effective perception from guiding solutions. Different decision makers have different knowledge and opportunities to make the same decision.
2. Solution Logic
A problem has a scope of impact
• A solution is appropriate to the scope
• A method produces a solution
• A decision selects a method
• An assessment generates a decision
• Evidence supports an assessment
• Observable effects constitute evidence
• Influences create effects
• Causes have influence
3. What do we KNOW
about conditions?
What causes have effects?
What effects are recognized?
How are effects recognized?
What constrains recognition?
Why does the constraint exist?
Decision makers are held responsible for the
consequences of their decisions.
That provokes calibrating decisions to make
consequences acceptable.
But it is not a given that there is ever more
than one decision to make that is justifiable.
The key issue in decision-making is how its
justification is accountable.
Different decision-makers, having differing
types and amounts of knowledge,
thereby have differing opportunity to make
the same given decision.
4. Under demand,
conditions drive
decisions
• Underlying (“natural”) conditions are the
effects and causes that were already active
before any responsive engagement or
interventions occur, regardless of any given
party’s perception.
• Separately, Perceived (“apparent”) conditions
are the states that are distinguished and
recognized, for whatever reasons, as being
factors that should be addressed or managed
to allow a solution to be used.
underlying perceived
events presence
behavior influence
persistence constraints
5. What do we DO about
conditions?
Do underlying conditions prevent perception
from guiding effective solutions (decisions)?
Are underlying conditions distinguishable from
perceived conditions?
Is perception of conditions improvable during
decision-making?
How do we progress from less certainty to more
certainty supporting the decisions?
Does the decision need to alter the underlying
conditions?
Decision makers are held responsible for the
consequences of their decisions.
That provokes calibrating decisions to make
consequences acceptable.
But it is not a given that there is ever more
than one decision to make that is justifiable.
The key issue in decision-making is how its
justification is accountable.
Different decision-makers, having differing
types and amounts of knowledge,
thereby have differing opportunity to make
the same given decision, whether a better one
or not..