Eric,
Looks like gIBIS would be great for research, and other settings where formal
decision making has plenty of time, for example developing a reasoned opinion in
a lawsuit, or deciding to try Knowledge Management. Is there a fall back
process, possibly less formal and less accurate, but useful for helping people
with limited time make better decisions on-the-fly that come up in handling
daily working information, which Doug discussed on 000327...
http://www.welchco.com/sd/08/00101/02/00/03/27/094001.HTM#3971
For example how can we improve the scenario reported at a professional event on
940612 concerning a $500M problem from constructing a new oil tanker...
http://www.welchco.com/sd/08/00101/02/94/06/11/083850.HTM#L171404
Can gIBIS or some other method help a wide range of people working toward common
goals, but often with conflicting interests, do a better job of achieving
win-win results? The TQM and Deming people have been wrestling with this for a
long time. Can the DKR help?
Rod
Eric Armstrong wrote:
> An IBIS-style conversation proceeds like this:
>
> Q1
> A1
> A2
> Q2
> A3
> A2'
>
> That is an analysis step. The next steps lead
> toward synthesis.
>
> Note that A2 is a restated version of A2. Someone
> notices this fact and creates a new version of
> both that replaces them. The new structure now
> has two references to A2''. (What is viewed as
> a hierarchy is in reality a graph, at this point.)
>
> The "synthesis" step occurs when A2'' is chosen
> as the desirable alternative, because it achieves
> multiple goals. (Call it an Occam-friendly system.)
>
> The view of the synthesis is then an inversion of
> the original hierarchy:
> A2''
> Q1
> Q2
>
> In other words, when asking the question, "What
> motivated A2?" or "Why was A2 chosen?" the answer
> is given in the form: "What questions did A2
> address?" Under each question, of the course, the
> full hierarchy of alternatives and discussion can
> be found.
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