A reconceptualisation of Decision Conferencing: towards a command methodology

Decision Conferencing can be viewed as comprising two major elements: (a) t he decision modelling component and (b) the process of group communication and facilitation in which the modelling is embedded. Whilst the former has a theoretical foundation in Decision Theory, the process of group communica tion and facilitation in which the modelling is embedded is, we argue, seri ously under-theorised. It is therefore open to different interpretations, d epending upon the assumptions held by individual facilitators about the nat ure of groups and their facilitation as well as about the process of commun ication within groups. This paper sets out to augment the current theories underpinning Decision C onferencing. The discussion relates to Decision Conferencing as applied to strategic planning. The proposed theoretical framework draws on Habermas' t heory of communicative rationality by developing a command methodology. Imp lications of this formulation are described and discussed.