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Decision making process

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Scientific study about Debian governance and organization / Linux blog / Tech Force - Linux Blog. Introduction The study analyzed 13 years of Debian Project history, interviewed some Project participants and previous Leaders, and carefully observed patterns. The open nature of Debian Project history, registered at discussion lists archives and irc logs, meetings reports, were also used during the data collection phase. The study is VERY interesting as scientific analyzed HOW an open source project survived, evolved and flourished during 13 years, overcoming many troubles only challenged by long term BIG communities, reaching solid institutional foundations to resolve disputes. Motivation A large body of scholarship has examined the introduction of democratic or participatory mechanisms into bureaucratic organizations. One reason why community forms of production have not received as much attention as traditional capitalist forms is their inability to resolve problems of power, authority and governance.

Findings The research provides two distinct theoretical contributions. Collective intelligence. Types of collective intelligence Collective intelligence is shared or group intelligence that emerges from the collaboration, collective efforts, and competition of many individuals and appears in consensus decision making.

The term appears in sociobiology, political science and in context of mass peer review and crowdsourcing applications. It may involve consensus, social capital and formalisms such as voting systems, social media and other means of quantifying mass activity. Collective IQ is a measure of collective intelligence, although it is often used interchangeably with the term collective intelligence. Collective intelligence has also been attributed to bacteria[1] and animals.[2] Collective intelligence strongly contributes to the shift of knowledge and power from the individual to the collective. According to Eric S. History[edit] Dimensions[edit] Tom Atlee focuses primarily on humans and on work to upgrade what Howard Bloom calls "the group IQ". Openness Peering Sharing Views[edit] Groupthink. Groupthink is a psychological phenomenon that occurs within a group of people, in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome.

Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative viewpoints, by actively suppressing dissenting viewpoints, and by isolating themselves from outside influences. Loyalty to the group requires individuals to avoid raising controversial issues or alternative solutions, and there is loss of individual creativity, uniqueness and independent thinking.

The dysfunctional group dynamics of the "ingroup" produces an "illusion of invulnerability" (an inflated certainty that the right decision has been made). Thus the "ingroup" significantly overrates its own abilities in decision-making, and significantly underrates the abilities of its opponents (the "outgroup"). History[edit] He went on to write: Symptoms[edit] Causes[edit] Decision making. Sample flowchart representing the decision process to add a new article to Wikipedia.

Decision-making can be regarded as the cognitive process resulting in the selection of a belief or a course of action among several alternative possibilities. Every decision-making process produces a final choice that may or may not prompt action. Decision-making is the study of identifying and choosing alternatives based on the values and preferences of the decision maker.

Decision-making is one of the central activities of management and is a huge part of any process of implementation. Overview[edit] Edit human performance with regard to decisions has been the subject of active research from several perspectives: Decision-making can also be regarded as a problem-solving activity terminated by a solution deemed to be satisfactory. Some have argued that most decisions are made unconsciously. In regards to management and decision-making, each level of management is responsible for different things. Group decision making. Group decision-making (also known as collaborative decision-making) is a situation faced when individuals collectively make a choice from the alternatives before them. The decision is then no longer attributable to any single individual who is a member of the group. This is because all the individuals and social group processes such as social influence contribute to the outcome.

The decisions made by groups are often different from those made by individuals. Group polarization is one clear example: groups tend to make decisions that are more extreme than those of its individual members, in the direction of the individual inclinations.[1] There is much debate as to whether this difference results in decisions that are better or worse. According to the idea of synergy, decisions made collectively tend to be more effective than decisions made by a single individual. Factors that impact other social group behaviours also affect group decisions. Group decision-making in psychology[edit]

Business intelligence: Collaborative decision-making. The internet's academic roots lay in collaboration, but the rise of client/server computing favoured a more hierarchical way of working. However, the rise of Web 2.0 platforms has both revealed and tapped into a desire for knowledge sharing and collaboration. That trend has spread to the enterprise, where the same collaborative potential of social platforms is being unleashed within business decision-making, both across the organisation and within specific departments, such as HR and marketing. Business intelligence (BI) is at the heart of it, because the need for analytical tools is growing as enterprises gather statistics from the internet via cloud-based dashboards and browser-based mash-ups of rich media streams and begin to release the customer-specific information embedded within them.

Collaborative decision-making Analysts at Gartner have identified an emerging applications market: collaborative decision-making (CDM). "CDM combines social software with business intelligence. Group Decision-Making and Problem-Solving. In today's organizations, team and group decision-making has become a part of everyday organizational life. Many people spent a good part of their workdays attending meetings for all types of purposes. Some are simply for communication purposes, but many involve making some type of joint decision.

This WebNote provides a brief summary of the issues associated with decisions made by groups. It ends with a typology of types of group decision-making processes. Types of Decision Making Meeting While there are a variety of reasons for call group meeting (some of which have little to do with decision making or problem solving), for our purposes we will categorize decision making meetings into one of the following. Strategy: Strategy or planning meetings are called to determine the future direction of the organization or unit. Solve the immediate problem- the focus of this type of meeting is to determine how to satisfy the immediate concerns of the dissatisfied stakeholder. Group vs. Issues: Effective Decision Making in Teams: Methods. VIE ORG: Le processus de prise de décision, dynamique de groupe et dynamique intergroupes ( format pdf 142 ko) La prise de décision collective : un processus démocratique ?

C’est une fausse idée de croire qu’il est possible de prendre des décisions en groupe, sauf si l’on donne son pouvoir de décision, mais alors ce n’est plus une véritable démocratie car les personnes ne s’expriment pas, c’est un substitut de démocratie. Les rencontres ne sont pas des lieux de prise de décision individuelle, mais des lieux d’échange. Même à 10 ou 20, la décision est toujours prise par une ou deux personnes.

Par exemple, la personne qui fait le compte rendu a toujours plus de pouvoir, elle peut en abuser ou non, clairement ou de façon détournée. Mais il existe des méthodes qui facilitent la prise de décision collective : - les systèmes de rapporteurs délégués : ils sont " délégués ", ils ont donc une responsabilité vis à vis des autres et sont choisis bien entendu en fonction de la confiance qu’on leur porte, de leur volonté à faire ce travail et de leur capacité à le réaliser, s’il est possible d’en juger avant la rencontre;