Decision seminar
From Mycoted
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The decision seminar technique (Laswell, 1960, described in VanGundy, 1981; 1988)) is a predecessor of the Think Tank technique of the 1960’s and is derived from a more sociological rather brainstorming procedure. It was primarily designed by a social science research facility to tackle applied social policy issues in an efficient way, focusing on past, present and future developments.
A core group of possibly 15 (joined as required by external expert, etc.), worked over an comprehensive period of time from a permanent chart and map room, using a standardised ‘general purpose’ conceptual framework:
Five Intellectual tasks:
- Clarifying goals
- Describing trends over time
- Analysing conditions that affect these trends
- Projecting developments – how current policies are likely to turn out
- Invention, evaluation and selection of alternatives to achieve desired goals
Seven Broad Information-gathering categories:
- Participants
- Perspectives
- Situations
- Base-values (a SWOT-like analysis)
- Strategies (how base-value position is used)
- Outcomes (of the strategies)
- Effects (on participants)
Value Analysis using Eight key values:
- Power
- Enlightenment
- Wealth
- Well-being
- Skill
- Affection
- Respect
- Rectitude
Seven step Decision process:
- Gathering and processing information
- Making and promoting recommendations
- Developing and prescribing general policy rules
- Deciding how to monitor adherence to rules
- Applying the rules
- Appraising the rules
- Terminating the policy
This standardised conceptual framework was supported by a variety of techniques and a strong emphasis on clear record keeping and on the use of visible maps and charts.