Decision mapping as a tool for integrating evaluation information into decision making

Jacobson, Chris L., Hockings, Marc and Carter, Bi (2008). Decision mapping as a tool for integrating evaluation information into decision making. In: 14th International Symposium on Society and Resource Management: Linking Culture and Nature, Burlington, Vermont, USA, (). June 10 – 14 2008.


Author Jacobson, Chris L.
Hockings, Marc
Carter, Bi
Title of paper Decision mapping as a tool for integrating evaluation information into decision making
Conference name 14th International Symposium on Society and Resource Management: Linking Culture and Nature
Conference location Burlington, Vermont, USA
Conference dates June 10 – 14 2008
Publication Year 2008
Sub-type Oral presentation
Language eng
Abstract/Summary Performance evaluation across the operational areas of an agency plays an important role in demonstrating organisational accountability and in improving management effectiveness. The latter goal requires evaluators to shift emphasis from just gaining agency staff buy-in to reporting results to stakeholders to also ensuring that evaluation becomes part of the organisation’s core business. In this way, results are more likely to be useful to managers in their strategic and day-to-day decision-making and management can therefore be adapted accordingly. The use of evaluation results involves a process of making information available, interpreting information and applying it. While barriers to management adaptation exist at each step, evaluators often emphasis the first two steps rather than the last, which is dependent on relevance to management context. Ensuring relevance is particularly important in large organisations where managers at different levels make different types of decisions. During decision making, managers within organisations act as both sources of new information and sinks for it, by providing information directly, influencing what information ought to be considered and integrating information from both horizontal and vertical management networks. Management adaptation and use of new information is therefore partly dependent on understanding the context of decision making at individual levels within an organisation. We report on a process of decision mapping used to identify and introduce relevant information from organisational-wide performance evaluation to managers operating at different organisational levels. We use the case-study of a Protected Area management organisation that is seeking to maximise utility of ongoing evaluations of management effectiveness. We worked with managers at four different levels to explore the types of decisions being made, the influences on those decisions and the affects of them on other levels of management decision-making. Examples are used to demonstrate that mapping horizontal and vertical information flows into and from decision-making can help to identify multiple additional uses of performance evaluation information. Further, we demonstrate that the method can help to identify appropriate repositories of information and provide feedback on information presentation and communication methods in order to maximise its utility.
Subjects 050203 Environmental Education and Extension
Q-Index Code EX
Q-Index Status Provisional Code
Institutional Status Unknown

 
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Created: Thu, 11 Mar 2010, 13:28:07 EST by Laura McTaggart on behalf of Faculty Of Nat Resources, Agric & Veterinary Sc