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Design Theory for Generating Alternatives in Public Decision Making Processes

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Date
2019
Dewey
Recherche opérationnelle
Sujet
Decision analysis; Policy design; Participatory process; Policy analytics; Policy co-production; Design theory
Journal issue
Group Decision and Negotiation
Volume
28
Number
2
Publication date
04-2019
Article pages
341-375
Publisher
Springer
DOI
http://dx.doi.org/10.1007/s10726-018-09610-5
URI
https://basepub.dauphine.fr/handle/123456789/19231
Collections
  • LAMSADE : Publications
Metadata
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Author
Pluchinotta, Irene
989 Laboratoire d'analyse et modélisation de systèmes pour l'aide à la décision [LAMSADE]
Kazakçi, Akin Osman
39111 Centre de Gestion Scientifique i3 [CGS i3]
Giordano, Raffaele
3331 National Water Research Institute
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)
Literature about public decision making experiences, including stakeholders’ engagement, offers best practices but also reports of unsuccessful case studies. Meaningful participation activities require direct integration of stakeholders into all the phases of the public decision process to unleash innovation. Often, policy making incorporates participation late in the process, after the problem definition has occurred, alternatives have been defined, without considering stakeholders’ knowledge and problem understanding. The early stage of policy alternatives design is essential to the development of policy. Our research presents an extensive literature review with respect to policy design and design theory in order to show that the formal process of generation of alternatives has been little investigated. There is a demand for methodologies aiming at supporting policy makers and relevant stakeholders during policy design. In this regard, this paper introduces (and explores) the operational role of design theory in the policy making process for the generation of policy alternatives. Design thinking, as a way to inform a collective problem definition leading to innovation, highlights the value of early stakeholders’ engagement. The aim of this paper is to understand, from an operational point of view, what “design” means in a policy making context, developing an innovative approach for assisting the formalization of policy design. The paper uses the results of a pilot case study to illustrate the application of the Concepts–Knowledge (C-K) theory framework to support the innovative design of policy alternatives for the groundwater protection policy of the Apulia Region (southern Italy).

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