Abstract
Effectiveness of decision making with decision conferences was explored by examining groups using the Decision Techtronics Group. Quantitative data were gathered through a self-administered survey of participants in 14 conferences. Perceived conference effectiveness was assessed with respect to a global outcome measure and 8 scales measuring the decision process effectiveness, based on the Competing Values Approach to organizational analysis. Differences in perceived conference success were related to (1) the proportion of participants who believed the conference resulted in a decision, and (2) the level of benefits derived from: full support of the structure or preference technology; the opportunity for full, extended discussion; development of an action plan; and expected resolution of the problem by the conference end.
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