Planning and decision-making process
| Many models and variants of models exist of planning, decision-making
and management processes. We find one of the earliest models, although
in a refined version, very useful as a starting point, for it is easy
to recognize and understand, and many of the other models are built
on this model or are a modification of this model to address its
limitations. It sees the planning and decision-making process as an
iterative and recursive activity going through the phases of
understanding the problem or opportunity (intelligence), finding or
developing alternative solutions (design solutions) and arriving at a
preferred solution (Fig. 2). It does not include the actions, which follow
a decision and all management aspects of implementation. Monitoring the
result of these actions is covered in the intelligence process, in as far
as problems and opportunities may arise from these actions.
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Figure 2: Framework for the planning and decision-making processes.
| The intelligence phase amounts to building a concept or model
(qualitative or quantitative) of the processes at play, where one
first describes the phenomenon, tries to understand its behaviour,
assesses the current situation, and derives objectives, which are to
guide further steps. The design phase may require different models
(again either qualitative or quantitative) to generate alternative
solutions. Finally, a preferred alternative has to be agreed upon,
through some assessment of factual impacts, evaluation (i.e. judgment)
of these impacts and communication explaining the rationale of the
decisions. All these steps are supported by evidence.
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