8 - Decisions and arguments

Abstract

Knowledge provides the basis for decision-making, yet knowledge is contentious and paradoxical. Decision-making is the mechanism by which organizations adapt to changing landscapes. The problem of adaptation is that of the paradox and dilemma. Any change can produce more than one outcome, and organizations must try to secure an outcome that supports or advances their lives. Organizations can be competitive or cooperative, driven by public good or by profits; organizations often include some or all of these factors. An organization is held together by communication and tolerance among its members, who achieve consistency in their actions through policy-making. Like decisions, policies depend on a knowledge base that represents effectively the landscape in which the organization is active. In this chapter, we outline ways in which knowledge is constructed to better support decision- and policy-making. Knowledge for decisions and policies can be expressed in terms of ‘human need’ and we examine the different ways in which such needs are weighted, articulated and formulated. By way of a practical method for addressing such assertions of need, we introduce argumentation. Argumentation serves to embed assertions in their broader critical contexts, including the ways in which they can be challenged and refuted. The purpose is to help the modeller strengthen organizational knowledge through critical analysis. This is explored through the examples of the case-study materials outlined in Chapter 6.