Conclusion

Decision analysis offers a model and an approach for analyzing, designing and developing organizations. It opens the way to identifying and expressing needs in terms of decision delegation. Although the functional response of organizations is the same, the different delegation hypotheses adopted generally lead to different structures and, by the same token, different roles for the players involved. Finally, the decision-making approach highlights the danger of over-extending decision-making chains. Given the emergence, following delegation, of new decisions at the level of the delegator, the total amount of time devoted to the development of decision-making chains, from the general objectives to the points of contact with the process, can cover, or even exceed, all the time available to the organization. Even a structurally well-designed organization can then become dysfunctional....