Decision Making by Stephen P. Fitzgerald

By Stephen P. Fitzgerald

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Further, the rapid shift to infocratic forms of organization (discussed in Chapter 3) places information at the center of organization. And organizational boundaries continue to blur as alliances and networks cluster around common sets of needs – including information. The THE STATE OF THE ART 55 scope of information required by various stakeholders in such an infocratic alliance becomes increasingly broad, deep, and complex. Trends in the healthcare industry illustrate these concepts. com),2 a key provider of DSS for the healthcare industry, explains: ‘‘Today virtually all medical facilities have what they call treatment guidelines or pathways.

This may be possible because of the size of the enterprises. ‘‘In my experience, the American style and Taiwanese style of the making and timing of decisions is more flexible. The Japanese style is very serious and more conservative. It takes much time and needs teamwork to reach consensus to make decisions. ‘‘For example, the first time I joined Mitsubishi I thought the Japanese were inefficient. It seemed like it should be very easy to make a decision, and I didn’t understand why it took so long to make decisions.

Decision analysis is used so frequently so that the health department reviewers will look at these analyses, and make national decisions partially using the decision analysis information. ’’ Yet even though decision analysis is being elevated to the level of government mandate, it does not obviate the need for some deep soulsearching in the face of high stakes decisions. Mike Aristedes reflects: ‘‘it is really interesting, but fundamentally I think that the decisionmaker still has to make decisions, and all of this stuff is an aid, but it does not replace what’s called the sovereignty of the decision-maker.

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