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A common mistake in decision making is to focus on the
technical analysis of one or two key outcomes - usually the key
drivers of the decision. Yet the driver of a decision -
particularly complex resource management decisions - is only one
of many important factors that will need careful analysis. A key
to a good decision process is recognizing the multi-dimensional
nature of the decision up-front, and allocating resources to all
dimensions of the problem.
Consider for example a species recovery plan. The plan is
always driven primarily by concern for the conservation of the
species at risk. Managers may be tempted to focus on the
scientific analysis needed to assess biological or ecological
impacts of proposed management actions on the species of
concern. But the proposed actions are likely to have much more
wide-ranging social and economic impacts, as well as impacts on
other species. By clarifying the decision context early, these
impacts will be identified, and resources can be allocated not
just to biological studies, but also to a careful assessment of
socio-economic impacts.
The outcomes of a scoping session can be summarized in a
decision charter or project plan that concisely
summarizes:
- the decision to be made and its relationship to
other decisions or constraints;
- the range of alternatives to be considered;
- the minimum objectives that must be
evaluated;
- uncertainties and trade-offs that are expected to
be central to the decision, with a view to prioritizing the
allocation of analytical and consultation resources;
- other key issues to be addressed, including
institutional, logistical, policy, technical and
consultation issues;
- the specific responsibilities of technical
specialists, stakeholders and decision team members;
- the role and responsibilities of decision makers and
key review points where their involvement will guide the
process;
- the general nature of technical analyses expected
and in some cases, general terms of reference for specific
studies or modeling;
- the nature, scope and approach to consultation;
- an implementation plan, budget and schedule for the
decision process.
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Objectives and Evaluation Criteria>>
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Decisions are multi-dimensional and should account for
information beyond technical analyses