Systematizing the impacts projection of complex decisions in work groups

Abstract

Complex decisions can give rise to unexpected consequences from implemented actions. The main problem discussed by this research is the difficulty suffered by decision-makers in projecting impacts of a complex decision before the decision occurrence. Unexpected impacts of complex decisions demand mitigating action so that it is possible to intensify the positive aspects and neutralize the negatives. Dealing with unexpected impacts generates a cognitive overload on decision-makers and on the availability of material resources. To solve these problems, this research proposes the impact projection of complex decisions in a collaborative way, to be applied before the decision occurrence. The proposed solution considers a systematizing project impact of complex decisions inside work groups and delivers a framework and artefacts to support decision-makers in their decision impact tasks before the occurrence of a real decision scenario. This solution was evaluated by decision-making specialists and their goal was to investigate the applicability of this proposal to different teams. This is a qualitative research, and the method applied was the case study because we would like to deeply understand the behaviour of this approach in decision-makers team. The evaluation generated evidence on the feasibility of this approach, showing that the artefacts provide a systematic structure to orient what decision-makers must do to know and understand the impacts of decisions before their execution. This evidence is contribution for decision support field.