Abstract
One of the more famous typologies in organization theory comes from the work of Thompson and Tuden (Thompson 1967): Simply put, when there is agreement over means and ends, computation is often the preferred decisionmaking strategy. When there is agreement over the means but not the ends, bargaining is preferred. When goals are agreed upon but not the means to achieve them, then majority judgment becomes the way the parties frequently proceed to decision. And when no agreement over means and ends exist, then the parties have only inspiration to get themselves out of the mess in which they find themselves.
So why is management consultancy doing so well? The answer can be summed up in two words: complexity and uncertainty. Complexity creates confusion; uncertainty creates fear; and both create a booming demand for outside advice. The Economist, March 22 1997
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Roe, E. (1998). Analyzing Policy Issues of High Uncertainty and Complexity. In: Taking Complexity Seriously. Springer, Boston, MA. https://doi.org/10.1007/978-1-4615-5497-4_1
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