STRATEGIC CHOICE APPROACH
This approach is used for complex problems with many interacting
sub-problems and uncertainties. It is highly iterative, but based
around four complementary modes: shaping, designing, comparing,
choosing.
In the process described by Friend and Hickling (1987), work on a
problem moves its focus in cycles between these four modes.
•
The shaping mode identifies key issues and bounds confusion.
•
The designing mode identifies what can be done, considering
both opportunities and constraints.
•
The comparing mode balances alternative courses of action
against each other, using explicit criteria and making relevant
evaluations.
•
The choosing mode builds a set of commitments to explorations
and actions, taking account of acknowledged uncertainties.
The shaping and designing modes are based around the AIDA
method (q.v.), which identifies decision areas and their interactions
in order to determine viable solutions. Once this has been done, the
remaining modes can be addressed, to evaluate the relative merit of
solutions.
•
Comparing: construct a table showing the alternative proposals
(and what distinguishes them) and how they score according to
relevant specified criteria (e.g. various benefits, cost).
•
Choosing: if the comparison table does not show a clear
‘winner’, add the further principles of robustness (option with
maximum future flexibility) and variety (option incorporating
the greatest choice).
Since the assessments used in constructing the tables may have been
unreliable, a radial chart can be used to plot uncertainties remaining,
distinguishing between different types and showing their relative
importance. These uncertainties may be about the environment
(more information is needed), about values (clarification of
objectives may be required) and about related decisions (more coordination desirable).
In a situation where uncertainty remains, the outcome of the
process may not simply be a decision to go for a single solution, but
may be a package of commitments. This is likely to include
immediate actions, along with actions to be done later. Some of
these may depend on the results of other commitments, such as to
FUNCTION
Exploring
Defining
Gathering
Generating
Grouping
Screening
Prioritising
Planning
Full process
RESOURCES
1(–2) people
Large group
Brief
Extended
Facilitation skills
Special setting
Computing
PROBLEM
Personal
Multiple issues
Stakeholders
New product
Futures/plans
ANALYTIC MODE
Categorising
Causality
Checklist/table
Combinatorial
Mapping
Numerical
Questioning
Reframing
Scanning
Scenarios/views
Surveys, etc.
Uses experts
Voting
INTUITIVE MODE
Analogy
Distortion
Excursion
Hitch-hiking
Imagery
Kinaesthetic
Listening
Pictures
Relaxation
Role-play/empathy
Subconscious
Values
Verbal
Wishing
SOCIAL MODE
Ad hoc/covert
Anything goes!
Debate/dialogue
Game
Interactive events
Moving about
Networking
Nominal
Starter’s kit
Source: J. Martin, R. Bell, E. Farmer and J. Henry, (2010) Technique Library, Milton Keynes, UK: Open University,
ISBN 9781 8987 3541 5
B822 Technique Library
Copyright © 2009 The Open University
explore the issue and gather further information, or the outcome of early actions.
Another iteration of the whole process may turn out to be needed.
A software version (STRAD) of the process is available.
Friend, J. and Hickling, A. (1987) Planning Under Pressure: The Strategic Choice Approach,
Oxford, Pergamon Press
Source: J. Martin, R. Bell, E. Farmer and J. Henry, (2010) Technique Library, Milton Keynes, UK: Open University,
ISBN 9781 8987 3541 5
B822 Technique Library
Strategic choice approach