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Networked Decision Making

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Saved by swanson@...
on January 26, 2012 at 8:50:53 am

Networked Decision Making, Weinberger, Too Big To Know, 2012

1. Networked decision making scales up better than top down: Covering extremely large projects is much easier.

2. Excels when decisions require a great deal of local knowledge, but not when there are workflow dependencies and strict process

3. Networks can encourage energy and participation: They do not dampen differences, but there is still a need for common purpose.

4.When decisions are distributed, more local knowledge can be applied. Less risk to whole.

5. Local decisions are likely to express interests of participants (who volunteer): this can solve cooperation problems

6. Hierarchical organizations are not as resilient as distributed organizations

7. Hierarchical organizations require reduction of knowledge as it filters up: misses details and only deals in summaries

Decisions in hierarchies are looking more like networks, less like pyramids.

Weinberger's view of network decisions line up very well with "loosely coupled systems."