Authors: John de Reuck, Olive Schmidenberg, Des Klass
Addresses: Murdoch University, Western Australia. Graduate School of Business, Curtin University of Technology, GPO Box U 1987, Perth 6845, Western Australia, Australia. Graduate School of Business, Curtin University of Technology, GPO Box U 1987, Perth 6845, Western Australia, Australia
Abstract: Decision Conferencing can be viewed as comprising two major elements: (a) the decision-modelling component and (b) the process of group communication and facilitation in which the modelling is embedded. Whilst the former has a theoretical foundation in Decision Theory, the process of group communication and facilitation in which the modelling is embedded is, we argue, seriously under-theorised. It is therefore open to different interpretations, depending upon the assumptions held by individual facilitators about the nature of groups and their facilitation as well as about the process of communication within groups. This paper sets out to augment the current theories underpinning Decision Conferencing. The discussion relates to Decision Conferencing as applied to strategic planning. The proposed theoretical framework draws on Habermas| theory of communicative rationality by developing a command methodology. Implications of this formulation are described and discussed.
Keywords: decision conferencing; group communication; shared understanding; contemporary management.
International Journal of Technology Management, 1999 Vol.17 No.1/2, pp.195-207
Published online: 04 Jul 2003 *Full-text access for editors Access for subscribers Purchase this article Comment on this article