Process Management
Why Project Management Fails in Complex Decision Making Processes
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Beschreibung
Managers, of public organizations as well as of large companies, increasingly face a difficult dilemma. One the one hand, much is expected of the decision making by governments and companies. The public want governments to provide safety, quality education, a proper infrastructure and accessible health care, for example. Company staff expect their managers to have a vision and ensure both innovation and continuity. On the other hand, possibilities for a government or corporate management to provide steering are limited. This is because organizations no longer lend themselves to hierarchical steering. Problems are so complex that the boards of many organizations lack the expertise to make the right decisions. This, then, is the dilemma: possibilities for steering are declining, while the demand for it is continuing undiminished. In this book, we set out how to deal with this tension. How can politicians, CEOs or managers in public or private organizations provide steering, if they are unable to rely on hierarchy or on their expertise? The answer is: by designing and managing the process of decision making intelligently. The book presents a comprehensive description of this process design and process management. Currently, attention for process design and process management is emerging everywhere, in Europe as well as in the United States, both in practice and in decision-making theory. Based on our research into process design and process management, the book offers practitioners an appreciation of the complexity of decision making, suggesting to them how to act, given this complexity.
Autor*in
Hans de Bruijn