The Design of Alternatives in Organizational Contexts: A Pilot Study

Abstract

A review of decision research suggests that the design stage is a neglected aspect of the decision-making pro- cess. This study develops a conceptual model for analyzing the design of alternatives in organizations, and applies it in three case studies. The model has two basic dimensions which may affect the range and quality of options generated in the design process. One is the mix and type of creativity and search; the other is the degree and type of closure to other phases of decision making. Comparative analysis of the cases offers qualified support for the hypotheses, and clear evidence that the im- pact of alternatives design on decision outcomes warrants greater attention to this stage of the decision- making process.