Stakeholders decisions

By automated identification of antagonistic indicators with the WHASSE software, immanent conflicts in the evaluation matrix can be discovered in a convenient way, and thus the advantages and disadvantages of each option under discussion can be named. The precise knowledge about antagonisms supports the stakeholders decision process as further discussions can focus on these immanent evaluation conflicts. The methodologically strategy how to solve these conflicts is one of the most crucial steps of the evaluation process (Strassert 1995). 

Collaborative and iterative process gathering researchers from physical and human sciences, innovative enterprises, water managers, stakeholders, decision makers... 

Marttunen, M., and Ehtamo, H. (2001). Evaluating a framework for multi-stakeholder decision support in water resources management. Group Decisi. Negot., 10, 331-354. 

Level III Sustainable supply chain decisions The highest level of analysis considers the retrofit designs integrated in the whole system. This level of analysis represents a holistic view and it is intended for companies aiming to achieve sustainable supply chains. This analysis requires time and it is data intensive. It covers several aspects of the process and assesses the relationship between stakeholders. Decisions wiU include conflicting aspects, which should be weighted, so that a final decision can be achieved. 

The purpose of the Decision Manag ent Process is to select the most beneficial course of project action where alternatives exist. This process is employed at any time in the project life cycle where the d and for a stakeholder decision exists, whatever the nature or source of that d aud, in order to reach specified, desirable, or optimized outcomes. Alternative courses of actiou are analyzed, and a roadmap is selected and executed. Decisions made, and their supporting rationale, are recorded for future scrutiny. Milestones and decision gates mark the most formal events of the Decision Management Process. Less formal decisions allow less formality however, all decisions must be documeuted, along with the supporting rationale, to support future decision making. 

Freedom through responsibility - the freedom to take decisions and act on them obliges us to accept personal responsibility for the way they affect our stakeholders. 

Despite these limitations, sensitivity analyses and ongoing updated evaluations will allow the creation of interactive software programs to aid health care stakeholders and patients in making the most informed decisions about treatments amid a milieu of cost containment. 

Governments should employ people with the specialized knowledge and skills required to ensure effective dmg regulation. Employees must be individuals of integrity and should be well remunerated, particularly since dmg regulation involves various stakeholders with commercial interests who may try to exert pressure on the authority in order to secure decisions favourable to themselves. Adequate and sustainable financing mechanisms are clearly cmcial. 

The challenge of wicked problems is exacerbated by social complexity - the number and diversity of stakeholders in the problem-solving process. Social complexity means that the environment of a project team is populated by individuals, other project teams, and other organizations that have the power to undermine the project if their stake is not considered - or if they are not at least included in the thinking and decision-making process [19]. 

The economic values in the objective function are treated and structured from an operations research perspective as variables calculated bottom up considering underlying volume decision variables. These result variables are integrated in the model to make the objective function more readable and easier to communicate to stakeholders such as planners, top-management, marketing and/or controlling. 

After that, optimization results are then analyzed and compared in practice with manual plans, the planner is responsible for. In addition, optimization results reports are prepared for the different stakeholders within the value chain like as sales and marketing, controlling, production and procurement to present results and support management decisions. 

An important part of the risk management process involves informing consumers, industry and other stakeholders of the decisions made by regulatory authorities. However, this is a narrow view of risk communication that does not take into account the potential for dialogue between interested parties that can result in better decision-making. Understanding how consumers view the potential risks associated with food additives can help to avoid either under- or over-regulation. 

These problems cause delays in regulatory decision making, which have significant implications for all the stakeholders. 

How can we communicate methods and outputs effectively to decision makers and stakeholders ... 

Compliance wifii laws regulating pesticides consideration of input from all stakeholders makes decision to register or reregister the pesticide based on risk assessment and benefits analyses makes decision on mitigation measures necessary to support registration decision Preparation of a scientifically valid risk assessment... 

Technical experts with responsibility for communicating results to decision makers and other stakeholders... 

Technical experts with responsibility for communicating results to regulators, registrant-decision makers, and others Assists in communication to regulators, and other stakeholders — understanding of risk assessment necessary... 

Dialogue between risk assessor, decision maker, and stakeholders Dialogue between risk assessor, decision maker, and other experts (e.g., academics) as necessary to complete the analyses Risk assessor communicates results to decision maker Risk assessor communicates results to decision maker... 

Communication from risk assessor and decision makers to stakeholders... 

Communicating in a manner that accurately portrays risk and the nature of confidence in results is integral to and a major challenge for practitioners of probabilistic risk assessment. Inadequate communication of scientific uncertainty about the effect, severity, or prevalence of a hazard tends to increase unease among decision makers, stakeholders, and other participants. Efforts of the risk assessors should provide clarity for decision makers who must in turn bear ultimate responsibility for communicating the parameters of any decision. The risk assessor will work within a framework that must be clearly communicated by decision makers during the problem formulation. Decision makers at the outset of the risk assessment process must articulate the following points ... 

Risk assessors and decision makers both need to be prepared to communicate risk results in an understandable form to other practitioners (regulatory and registrant), stakeholders, and the public. This is particularly critical in the case of uncertainty in the assessment. Most scientists hired to perform risk assessment are thoroughly trained in their subject matter but less familiar with the demands of public presentation or the essentials of educating at multiple levels. Regulators must provide scientists and decision makers with the support and opportunity to develop skills necessary to effectively communicate with stakeholders and the public. 

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