Confirming, defining & & detailing the problem (issue meaning, goal meaning, details gathering). This step consists of recognizing the issue, defining an initial solution, and beginning main analysis. Examples of this are imaginative devising, creative ideas, motivations, advancements, and brainstorms.
The really first action which is normally neglected by the top level management is defining the exact issue. Though we think that the problem recognition is obvious, sometimes it is not. The logical choice making model is a group-based choice making process.
If the problem is not determined properly then we might face a problem as each and every member of the group might have a various meaning of the problem. Hence, it is really important that the meaning of the issue is the exact same among all group members. Only then is it possible for the group members to find alternate sources or issue solving in a reliable way.
Generate all possible options This action confines two to 3 final solutions to the issue and preliminary application to the site.
In planning, examples of this are Planned Units of Development and downtown revitalizations.
This activity is best carried out in groups, as various people may contribute various ideas or alternative services to the issue. Without alternative services, there is an opportunity of coming to a non-optimal or a reasonable choice. For exploring the alternatives it is essential to collect information. Innovation may aid with event this info.
Generate unbiased evaluation requirements Evaluative criteria are measurements to identify success and failure of alternatives.
This action includes secondary and last analysis in addition to secondary solutions to the issue. Examples of this are website suitability and website level of sensitivity analysis. After going completely through the process of specifying the problem, checking out for all the possible options for that issue and gathering info this step states assess the details and the possible options to anticipate the effects of each and every possible alternative that is thought about. At this point optional requirements for determining the success or failure of the choice taken requirements to be thought about.
Choose the best solution generated This step comprises a final solution and secondary implementation to the site. At this point the process has developed into different strategies of how to apply the solutions to the site.
Based on the criteria of assessment and the analysis done in previous steps, choose the best solution generated. These four steps form the core of the Rational Decision Making Model.
Implement the preferred alternative This step includes final implementation to the site and preliminary monitoring of the outcome and results of the site. This step is the building/renovations part of the process.
Monitor and evaluate outcomes and results This step contains the secondary and final monitoring of the outcomes and results of the site. This step takes place over a long period of time.
Feedback Modify the decisions and actions taken based on the evaluation.
1. Planner defines the problem (not goal) 2. Planner considers several alternatives and analyzes each 3. Preliminary choices of the alternative for best fit considering feedback and impact of the client group 4. Planner designs and implements course of action in the form of an experiment 5. Evaluation of effects of the course of action. Did it alleviate the problem? Any feedback from course of action? 6. On the basis of the feedback should the project or course of action be continued, changed, etc. If effective institutionalize the course of action.[2]
Requirements and limitations
However, there are a lot of assumptions, requirements without which the rational decision model is a failure. Therefore, they all have to be considered. The model assumes that we have or should or can obtain adequate information, both in terms of quality, quantity and accuracy. This applies to the situation as well as the alternative technical situations. It further assumes that you have or should or can obtain substantive knowledge of the cause and effect relationships relevant to the evaluation of the alternatives. In other words, it assumes that you have a thorough knowledge of all the alternatives and the consequences of the alternatives chosen. It further assumes that you can rank the alternatives and choose the best of it. The following are the limitations for the Rational Decision Making Model:
▪ requires a great deal of time ▪ requires great deal of information ▪ assumes rational, measurable criteria are available and agreed upon ▪ assumes accurate, stable and complete knowledge of all the alternatives, preferences, goals and consequences ▪ assumes a rational, reasonable, non – political world
Current status
While the rational planning model was innovative at its conception, the concepts are controversial and questionable processes today. The rational planning model has fallen out of mass use as of the last decade. Rather than conceptualising human agents as rational planners, Lucy Suchman argues, agents can better be understood as engaging in situated action.[3]. Going further, Guy Benveniste argued that the rational model could not be implemented without taking the political context into account[4]
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