Turning Conflict into Consensus

Kambiz Maani

Chapter 8 in Multi-Stakeholder Decision Making for Complex Problems:A Systems Thinking Approach with Cases, 2017, pp 101-108 from World Scientific Publishing Co. Pte. Ltd.

Abstract: This case study took place in a division of the Ministry of Health in New Zealand. The division employs staff with diverse clinical and policy backgrounds and varying periods of tenure within the organization. As part oftheir annual business plan, the management was reviewing work priorities for the division. The manager’s goal was to reduce the division’s work areas from around 20 to 6–7 key priority areas in order to focus the limited resources of the division…

Keywords: Decision Making; Systems Thinking; Multi-Stakeholders; Complexity (search for similar items in EconPapers)
JEL-codes: L20 O34 (search for similar items in EconPapers)
Date: 2017
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