Download Management in Networks: On multi-actor decision making by Hans de Bruijn, Ernst Ten Heuvelhof PDF

By Hans de Bruijn, Ernst Ten Heuvelhof

Getting what you will want – whether you're the boss – isn’t continuously effortless. nearly each association, vast or small, works between a community of competing pursuits. no matter if it is governments pushing via guidelines, businesses attempting to elevate earnings, or maybe households determining the place to maneuver condominium, hardly can judgements be made in isolation from competing pursuits either in the association and outdoors it.

In this obtainable and simple account, Hans de Bruijn and Ernst ten Heuvelhof solid gentle on multi-stakeholder decision-making. Shunning simplistic version speak, they show the nuts and bolts of decision-making in the a variety of dilemmas and tensions at paintings. utilizing a various variety of illustrative examples all through, their perceptive research examines how assorted pursuits can both help or block switch, and the techniques on hand in dealing with quite a few stakeholders

This insightful textual content offers both depth of realizing and a wealth of recommendation. it's precious interpreting to scholars operating in enterprise and administration, public management and organizational experiences, plus practitioners – or actors – working in a number contexts.

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Extra resources for Management in Networks: On multi-actor decision making

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He might add that P1 may therefore have reached his goal. Here we see the dissatisfaction arise that is so characteristic of decision-making processes in networks. This dissatisfaction has an absolute as well as a relative dimension. In an absolute sense, P1 and P2 are dissatisfied, because both realize that their goals have not been reached. But they are also dissatisfied in a relative sense, in relation to their opponent. The reasoning of both P1 and P2 might be that the other one has achieved more.

The easiest way to describe these processes is to compare them with a decision-making process in a purely hierarchical structure. When there is an actor that is hierarchically superior to other actors, decision making may be structured and sequential. e. the problem and the goals of the hierarchically superior actor). Then information is collected and a decision is taken. This is then implemented and evaluated. ), which are passed through sequentially. When a decision-making process has to take place in a network, this always means that several actors are involved in the decision making.

And suppose that in actor B’s opinion, plan X is a very good plan, which not only serves actor A’s interests, but also those of actor B. If actor A asks actor B’s opinion, two reactions are possible. The first is that actor B will indicate that he fully agrees with plan X. But actor B can also react strategically: he indicates that he will not support the plan or positions himself as a fence sitter. This might be very attractive to actor B: if actor A wants actor B to come out for plan X, he will have to start a process of giving and taking, which might generate extra gain for B.

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