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Papers by Guy Bullen
This paper describes decision making not only in the context of the complexities and uncertaintie... more This paper describes decision making not only in the context of the complexities and uncertainties of the Telecoms industry (our "outside world") but also in the context of the complexity of our own human nature (our "inside world"). It proposes some initial principles of a possible future decision framework, based on complex systems principles, that would take as a starting point the way we are as humans (complex, ever-changing and often non-rational), rather than the way we think we ought to be (simple, consistent and always rational).
The traditional focus on decision making in companies is on prescriptive processes to help decisi... more The traditional focus on decision making in companies is on prescriptive processes to help decision makers make "rational" individual decisions. We propose an alternative framework, more appropriate to complex and uncertain environments. This framework is composed of 1) a simple "See-Think-Choose-Act" model to help decision makers to make sense of what is happening in the decision process rather than prescribe what they should do 2) the concept of "Decision Networks" that display generic networktype behaviour, and 3) the role of a "Decision Coach" who has at his or her disposal a context-dependent "Decision Toolkit" to assist an executive management team in their decision practice.
Those of us who have been involved in large engineering projects in large corporations are often ... more Those of us who have been involved in large engineering projects in large corporations are often surprised by the apparent lack of rationality or consistency in the way decisions are made. I propose a framework that can help us not only make sense of, but also influence what is happening during the decision processes in large projects.
The traditional focus on decision making in companies is on prescriptive processes to help decisi... more The traditional focus on decision making in companies is on prescriptive processes to help decision makers make " rational" individual decisions. We propose an alternative framework, more appropriate to complex and uncertain environments. This framework is composed of 1) a simple " See-Think-Choose-Act" model to help decision makers to make sense of what is happening in the decision process rather than prescribe what they should do 2) the concept of " Decision Networks" that display generic networktype behaviour, and 3) the role of a " Decision Coach" who has at his or her disposal a context-dependent " Decision Toolkit" to assist an executive management team in their decision practice.
This paper describes decision making not only in the context of the complexities and uncertaintie... more This paper describes decision making not only in the context of the complexities and uncertainties of the Telecoms industry (our "outside world") but also in the context of the complexity of our own human nature (our "inside world"). It proposes some initial principles of a possible future decision framework, based on complex systems principles, that would take as a starting point the way we are as humans (complex, ever-changing and often non-rational), rather than the way we think we ought to be (simple, consistent and always rational).
The traditional focus on decision making in companies is on prescriptive processes to help decisi... more The traditional focus on decision making in companies is on prescriptive processes to help decision makers make "rational" individual decisions. We propose an alternative framework, more appropriate to complex and uncertain environments. This framework is composed of 1) a simple "See-Think-Choose-Act" model to help decision makers to make sense of what is happening in the decision process rather than prescribe what they should do 2) the concept of "Decision Networks" that display generic networktype behaviour, and 3) the role of a "Decision Coach" who has at his or her disposal a context-dependent "Decision Toolkit" to assist an executive management team in their decision practice.
Those of us who have been involved in large engineering projects in large corporations are often ... more Those of us who have been involved in large engineering projects in large corporations are often surprised by the apparent lack of rationality or consistency in the way decisions are made. I propose a framework that can help us not only make sense of, but also influence what is happening during the decision processes in large projects.
The traditional focus on decision making in companies is on prescriptive processes to help decisi... more The traditional focus on decision making in companies is on prescriptive processes to help decision makers make " rational" individual decisions. We propose an alternative framework, more appropriate to complex and uncertain environments. This framework is composed of 1) a simple " See-Think-Choose-Act" model to help decision makers to make sense of what is happening in the decision process rather than prescribe what they should do 2) the concept of " Decision Networks" that display generic networktype behaviour, and 3) the role of a " Decision Coach" who has at his or her disposal a context-dependent " Decision Toolkit" to assist an executive management team in their decision practice.