Book contents
- Decision Analysis for Creating the Future
- Decision Analysis for Creating the Future
- Copyright page
- Dedication
- Contents
- Chapter Summaries
- Preface
- Acknowledgements
- Part I The Technical Principles
- Part II The Social Principles
- 7 Decision Conferences
- 8 Behaviour in Organisations
- 9 Process Consultancy
- 10 Facilitation Skills
- 11 Group Processes
- Epilogue to Part II
- Part III Socio-Technical Modelling
- Notes
- Index
10 - Facilitation Skills
from Part II - The Social Principles
Published online by Cambridge University Press: 28 April 2026
Book contents
- Decision Analysis for Creating the Future
- Decision Analysis for Creating the Future
- Copyright page
- Dedication
- Contents
- Chapter Summaries
- Preface
- Acknowledgements
- Part I The Technical Principles
- Part II The Social Principles
- 7 Decision Conferences
- 8 Behaviour in Organisations
- 9 Process Consultancy
- 10 Facilitation Skills
- 11 Group Processes
- Epilogue to Part II
- Part III Socio-Technical Modelling
- Notes
- Index
Summary
The many tasks of the facilitator, as distinct from those of a work group’s leader, are defined and developed, including dealing with conflict. Decision analysis works for the client because the model acts as a transitional object, holding and containing the client’s uncertainty as the model is explored, new insights develop, and preferences are constructed.
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- Information
- Decision Analysis for Creating the Future , pp. 177 - 186Publisher: Cambridge University PressPrint publication year: 2026
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