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Studying the generation of alternatives in public policy making processes

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Date
2019
Dewey
Recherche opérationnelle
Sujet
(D) Decision processes; Policy analytics; Decision analysis; Policy design
Journal issue
European Journal of Operational Research
Volume
273
Number
1
Publication date
02-2019
Article pages
353-363
Publisher
Elsevier
DOI
http://dx.doi.org/10.1016/j.ejor.2018.07.054
URI
https://basepub.dauphine.fr/handle/123456789/19225
Collections
  • LAMSADE : Publications
Metadata
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Author
Ferretti, Valentina
243308 Department of Management - London School of Economics and Political Science [LSE]
Pluchinotta, Irene
989 Laboratoire d'analyse et modélisation de systèmes pour l'aide à la décision [LAMSADE]
Tsoukiàs, Alexis
989 Laboratoire d'analyse et modélisation de systèmes pour l'aide à la décision [LAMSADE]
Type
Article accepté pour publication ou publié
Abstract (EN)
The design of alternatives is an essential part of decision making that has been less studied in theory and practice compared to alternatives’ evaluation. This topic is particularly relevant in the context of public policy making, where policy design represents a crucial step of the policy cycle since it determines the quality of the alternative policies being considered. This paper attempts to formalise the decision aiding process in two real interventions dealing with alternatives’ generation for territorial policy making in Italy. The aim of this research is to understand what generates novelty within the alternatives’ design phase of a decision aiding process, i.e. what allows to expand the solution space and discover new alternatives to solve the problem under consideration. It demonstrates ways in which novelty in decision processes can be supported by Operational Research/Multicriteria Decision Aiding tools. The two case studies are used to answer the following questions: (i) Why have new alternatives arose during the policy making process? (ii) How have they been generated? (iii) Which consequences did they lead to? and (iv) What generated novelty in the process? The results highlight two main reasons that can expand the solution space within a decision aiding process: (i) dissatisfaction (of the client, of the analyst or of the relevant stakeholders, especially when dealing with public policies) with respect to the solutions currently proposed to the decision making problem and (ii) opportunity for a change in one of the variables/constraints.

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