Groupthink vs. High Quality Decision Making in International Relations - By Mark Schafer and Scott Crichlow

Governance ◽  
2011 ◽  
Vol 24 (2) ◽  
pp. 393-395
Author(s):  
PAUL 'T HART
2005 ◽  
Vol 52 (6) ◽  
pp. 11-17 ◽  
Author(s):  
J. Ravetz

After centuries of optimism, science has become problematic and compromised. We can no longer assume that innovations are safe until proven dangerous. The ‘technocratic’ approach to science, with its reductionist methodology and its corporate control, is no longer appropriate. We need a ‘precautionary’ science that will be ‘post-normal’ in character. For this, we contrast ‘applied science,’ like the ‘puzzle-solving’ of Kuhn's ‘normal science’ and the ‘professional consultancy’ like the practice of the surgeon or engineer. Rather, we have a situation where ‘facts are uncertain, values in dispute, stakes high, and decisions urgent.’ For high-quality decision-making, we need an ‘extended peer community’ who will bring their ‘extended facts’ to the dialogue. There are a number of initiatives that advance the post-normal programme, including the endeavours of Poul Harremoës and the conference on Uncertainty and Precaution in Environmental Management.


2011 ◽  
pp. 324-335
Author(s):  
Martin J. Eppler

Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002) can be found in many business constellations, as the following typical examples illustrate:


Author(s):  
M.J. Eppler

Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002) can be found in many business constellations, as the following typical examples illustrate:


Author(s):  
M.J. Eppler

Communicating professional knowledge is a key activity for today’s specialized workforce. The efficient and effective transfer of experiences, insights, and know-how among different experts and decision makers is a prerequisite for high-quality decision making and coordinated, organizational action (Straub & Karahanna, 1998). Situations of such deliberate (interfunctional) knowledge transfer through interpersonal communication or group conversations (Gratton & Goshal, 2002) can be found in many business constellations, as the following typical examples illustrate:


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