scholarly journals Cross-cutting lessons from the Decision-Maker Led Implementation Research initiative

2021 ◽  
Vol 19 (S2) ◽  
Author(s):  
Arielle Mancuso ◽  
Shahira Ahmed Malm ◽  
Alyssa Sharkey ◽  
A. S. M. Shahabuddin ◽  
Zubin Cyrus Shroff
Keyword(s):  
Decision Making ◽  
Decision Maker ◽  
Implementation Research ◽  
Decision Makers ◽  
Middle Income ◽  
Future Design ◽  
Systems Research ◽  
Effective Interventions ◽  
Decision Making Processes ◽  
The Individual

Abstract Background Almost 20 million children under one year of age did not receive basic vaccines in 2019, and most of these children lived in low- and middle-income countries. Implementation research has been recognized as an emerging area that is critical to strengthen the implementation of interventions proven to be effective. As a component of strengthening implementation, WHO has called for greater embedding of research within decision-making processes. One strategy to facilitate the embedding of research is to engage decision-makers as Principal Investigators of the research. Since 2015, the Alliance for Health Policy and Systems Research within the WHO and the United Nations Children’s Fund have supported decision-maker led research by partnering with Gavi, the Vaccine Alliance, in an initiative called "Decision-Maker Led Implementation Research". This synthesis paper describes the cross-cutting lessons from the initiative to further understand and develop future use of the decision-maker led strategy. Methods This study used qualitative methods of data collection, including a document review and in-depth interviews with decision-makers and researchers engaged in the initiative. Document extraction and thematic content analysis were applied. The individual project was the unit of analysis and the results were summarized across projects. Results Research teams from 11 of the 14 projects participated in this study, for an overall response rate of 78.6%. Most projects were carried out in countries in Africa and conducted at the sub-state or sub-district level. Seven enablers and five barriers to the process of conducting the studies or bringing about changes were identified. Key enablers were the relevance, acceptability, and integration of the research, while key barriers included unclear results, limited planning and support, and the limited role of a single study in informing changes to strengthen implementation. Conclusions Decision-maker led research is a promising strategy to facilitate the embedding of research into decision-making processes and contribute to greater use of research to strengthen implementation of proven-effective interventions, such as immunization. We identified several lessons for consideration in the future design and use of the decision-maker led strategy.

scholarly journals The Scheduling Decision of a Refinery: The Decision Maker in Search of Conflict Resolution

2015 ◽  
Vol 3 (1) ◽  
pp. 36
Author(s):  
Thais Spiegel ◽  
Heitor Mansur Caulliraux
Keyword(s):  
Decision Making ◽  
Conflict Resolution ◽  
Decision Maker ◽  
Comprehensive Evaluation ◽  
Refining Process ◽  
Decision Makers ◽  
Hierarchical Decision ◽  
The Face ◽  
Decision Making Processes ◽  
Oil Company

Refineries typically gather a set of activities that are complex and dynamic. Adding to the complexity of the refining process, there is also great freedom in refinery operations, multiple possible arrangements to convert certain oils in derivatives. In this context, this paper focuses on the decision-making processes that lead refiners of an integrated oil company in their day to day. As decision making, the text refers to a process that always brings a kind of conflict resolution, in which conflicting goals have to be negotiated and reconciled. The object of analysis is inserted in hierarchical decision-making processes, e.g. a breakdown process, which begins with a comprehensive evaluation and then divides the decision into ever smaller and more defined elements so that they are interdependent. The output at an aggregated level is then input in the next detailed level. In each of the hierarchical levels, the decision-making is the result of a problem presented in a certain context to a decision maker. This decision maker will be responsible for the direction of the refinery production in which he/she is allocated. The programmer of each refinery have general guidelines that should be considered, albeit non-explicitly or non-definable way, these take the form of criteria in some cases of technical origin and in other situations derived from the business. Given these aspects, this article presents a critical and analytical view in the face of dilemmas that emerge before the search of the decision makers to converge scheduling production considering both set of criteria.

The Individual and Administrative Justice

2021 ◽  
Author(s):  
Naomi Creutzfeldt
Keyword(s):  
Decision Making ◽  
Justice System ◽  
Service Users ◽  
Perceptions Of Fairness ◽  
Decision Making Processes ◽  
The Subject ◽  
Individual Justice ◽  
The Individual ◽  
Individual Service ◽  
Administrative Justice

This chapter discusses what individual justice means in the realm of administrative justice. The standards of justice and fairness that apply in administrative decision-making need consideration from the perspective of the service user. Should the administrative justice system serve the citizen or the state? What role do individual service users have in the design, use, and evaluation of more bureaucratic systems of redress? Different notions of justice, as they relate to primary decision-making processes, have been described through various models. This chapter provides a set of tools with which to study the subject and argues for the importance of user voice and perceptions of fairness in the provision of a more citizen-focussed justice.

scholarly journals COST, CONTEXT, AND DECISIONS IN HEALTH ECONOMICS AND HEALTH TECHNOLOGY ASSESSMENT

2018 ◽  
Vol 34 (5) ◽  
pp. 434-441 ◽  
Author(s):  
Anthony J. Culyer
Keyword(s):  
Health Economics ◽  
Health Technology Assessment ◽  
Decision Maker ◽  
Technology Assessment ◽  
Health Technology ◽  
Decision Makers ◽  
Negative Consequences ◽  
Middle Income ◽  
Middle Income Countries ◽  
Context Dependent

Objectives:This study is an attempt to demystify and clarify the idea of cost in health economics and health technology assessment (HTA).Methods:Its method draws on standard concepts in economics. Cost is a more elusive concept than is commonly thought and can be particularly elusive in multidisciplinary territory like HTA.Results:The article explains that cost is more completely defined as opportunity cost, why cost is necessarily associated with a decision, and that it will always vary according to the context of that decision: whether choice is about inputs or outputs, what the alternatives are, the timing of the consequences of the decision, the nature of the commitment to which a decision maker is committed, who the decision maker is, and the constraints and discretion limiting or liberating the decision maker. Distinctions between short and long runs and between fixed and variable inputs are matters of choice, not technology, and are similarly context-dependent. Harms or negative consequences are, in general, not costs. Whether so-called “clinically unrelated” future costs and benefits should be counted in current decisions again depends on context.Conclusions:The costs of entire health programs are context-dependent, relating to planned rates of activity, volumes, and timings. The implications for the methods of HTA are different in the contexts of low- and middle-income countries compared with high-income countries, and further differ contextually according to the budget constraints (fixed or variable) facing decision makers.

Framing Information Technology Governance in the Public Sector: Opportunities and Challenges

2015 ◽  
Vol 11 (4) ◽  
pp. 89-101 ◽  
Author(s):  
Khalifa Al-Farsi ◽  
Ramzi EL Haddadeh
Keyword(s):  
Decision Making ◽  
Information Technology ◽  
Public Sector ◽  
It Governance ◽  
Decision Makers ◽  
The Public ◽  
Technology Governance ◽  
Support Organizations ◽  
Information Technology Governance ◽  
Decision Making Processes

Information technology governance is considered one of the innovative practices that can provide support for decision-makers. Interestingly, it has become increasingly a de facto for organizations in seeking to optimise their performance. In principle, information technology governance has emerged to support organizations in the integration of information technology (IT) infrastructures and the delivery of high-quality services. On the other hand, decision-making processes in public sector organisations can be multi-faceted and complex, and decision makers play an important role in implementing technology in the public sector. The aim of this paper is to shed some light on current opportunities and challenges that IT governance is experiencing in the context of public sector services. In this respect, this paper examines the factors influencing the decision-making process to fully appreciate IT governance. Furthermore, this study focuses on combining institutional and individual perspectives to explain how individuals can take decisions in response to institutional influences.

Heroic leadership illusions in football teams: Rationality, decision making and noise-signal ratio in the firing of football managers

Leadership ◽  
2012 ◽  
Vol 8 (2) ◽  
pp. 169-185 ◽  
Author(s):  
Jan Ketil Arnulf ◽  
John Erik Mathisen ◽  
Thorvald Hærem
Keyword(s):  
Decision Making ◽  
Team Leadership ◽  
Noise Signal ◽  
Decision Makers ◽  
Signal Ratio ◽  
Management Positions ◽  
The Individual ◽  
Long Term Performance ◽  
Term Performance

Similar to practices in top management positions worldwide, there has been an increasing tendency in recent decades to fire football managers when the team does not perform to the stakeholders' expectations. Previous research has suggested that improvements after change of manager are a statistical artefact. Based on 12 years of data from the Norwegian Premier League, we conduct a natural experiment showing what would have taken place if the manager had not been fired. In this case, the performance might have improved just as well and even quicker. Building on theories in expertise and decision making, we explore the data and argue that decision makers may be fooled by randomness and learn wrong lessons about team leadership. Our analyses support a post-heroic view of team leadership as an emergent, output variable. Exaggerated focus on the individual manager may ruin long-term performance. Practical implications are discussed.

Material Selection Using a Novel Multiple Attribute Decision Making Method

2012 ◽  
pp. 252-266
Author(s):  
R. V. Rao ◽  
B. K. Patel
Keyword(s):  
Decision Making ◽  
Fuzzy Logic ◽  
Decision Maker ◽  
Design Process ◽  
Material Selection ◽  
Multiple Attribute Decision Making ◽  
Decision Makers ◽  
Selection Problem ◽  
Multiple Attribute ◽  
Selection Of

Selection of a most appropriate material is a very important task in design process of every product. There is a need for simple, systematic, and logical methods or mathematical tools to guide decision makers in considering a number of selection attributes and their interrelations and in making right decisions. This paper proposes a novel multiple attribute decision making (MADM) method for solving the material selection problem. The method considers the objective weights of importance of the attributes as well as the subjective preferences of the decision maker to decide the integrated weights of importance of the attributes. Furthermore, the method uses fuzzy logic to convert the qualitative attributes into the quantitative attributes. Two examples are presented to illustrate the potential of the proposed method.

New Einstein Hybrid Aggregation Operators for Intuitionistic Fuzzy Sets and Applications in Multi-Criteria Decision-Making

2019 ◽  
pp. 252-283
Author(s):  
Bhagawati Prasad Joshi ◽  
Abhay Kumar
Keyword(s):  
Decision Making ◽  
Fuzzy Sets ◽  
Decision Maker ◽  
Intuitionistic Fuzzy Sets ◽  
Aggregation Operators ◽  
Weighted Averaging ◽  
Multi Criteria Decision Making ◽  
Intuitionistic Fuzzy ◽  
Fuzzy Environment ◽  
Decision Making Processes

The fusion of multidimensional intuitionistic fuzzy information plays an important part in decision making processes under an intuitionistic fuzzy environment. In this chapter, it is observed that existing intuitionistic fuzzy Einstein hybrid aggregation operators do not follow the idempotency and boundedness. This leads to sometimes illogical and even absurd results to the decision maker. Hence, some new intuitionistic fuzzy Einstein hybrid aggregation operators such as the new intuitionistic fuzzy Einstein hybrid weighted averaging (IFEHWA) and the new intuitionistic fuzzy Einstein hybrid weighted geometric (IFEHWG) were developed. The new IFEHWA and IFEHWG operators can weigh the arguments as well as their ordered positions the same as the intuitionistic fuzzy Einstein hybrid aggregation operators do. Further, it is validated that the defined operators are idempotent, bounded, monotonic and commutative. Then, based on the developed approach, a multi-criteria decision-making (MCDM) procedure is given. Finally, a numerical example is conducted to demonstrate the proposed method effectively.

Institutional Structures

2021 ◽  
pp. 32-64
Author(s):  
Paul Daly
Keyword(s):  
Decision Making ◽  
Decision Maker ◽  
Judicial Review ◽  
Decision Makers ◽  
Administrative Action ◽  
Institutional Structures ◽  
General Aspects ◽  
Individual Self ◽  
Personal Interests ◽  
Or History

This chapter is concerned with the structure of administrative decision-making institutions. Two general aspects of this important topic are particularly relevant to the law of judicial review of administrative action. First, the no-bias principle ensures that decision-making is impartial, by preventing decision-makers from acting where their personal interests, conduct or history could conceivably raise a concern about their ability to make a dispassionate decision on the merits. Second, the principle that a decision-maker must retain their discretion prevents decision-makers from delegating their powers (subject to an exception in the case of government ministers) and limits the scope for the development of policies about how discretionary powers will be exercised in the future. These principles can be understood as being structured by the values of individual self-realisation, good administration, electoral legitimacy and decisional autonomy.

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