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control, and 4) operational performance. Figure 2 illustrates the way these decisions are related as well <br />as their interrelation with organizational learning. Learning is needed to take advantage of available <br />information and do things better. A key point in the figure is that strategic decisions occur less often, are <br />less structured, involve higher risk, and are of higher consequence. Operational control and performance <br />decisions are made more frequently, and are more structured and quantifiable in character. <br />Increasing Importance of Decisions <br />Increasing Frequency of Decisions <br />Strategic Planning <br />Management Control <br />Operational Control <br />Operational Performanc e <br />ORGANIZATIONAL LEARNING <br />Figure 2. <br /> Organizational Information and Decision Flow (Sage 1991) <br />All characterizations of a DSS necessarily involve the following sequence of activities: 1) formulation <br />of the problem, 2) analysis of alternates, and 3) interpretation and selection. These steps are generally <br />patterned after the stages of the systems engineering process. And they apply to decisions for DSS <br />development as well as its use. Since the DSS is to be used by decision makers having varying <br />familiarity and expertise with a particular task, it is important that the DSS design consider the variety of <br />ways an issue is described, and the operations that may be performed using data and models to address <br />the issue. Descriptions of these are called applications scenarios. These applications can be formulated <br />as part of training materials development, and with delivery as part of the training program can evolve to <br />become standard agency procedures. <br />For any individual using the DSS, memory aids are required to support retention of the various results <br />that are generated. These interpretation aids are standardized displays (graphic and/or tabular) with <br />which the user can judge performance of a particular alternative problem. A companion report (WRMI, <br />1994, The Process of Reaching Consensus In California ) is representative of the significance that major <br />water management agencies place on standardization and agreement on the display of alternative <br />performance measures. One report addresses performance displays for alternative system operations in <br />California. The other report addresses development of detailed work breakdowns for job functions of the <br />South Florida Water Management Agency. <br />Other concerns arise when the DSS is considered in a multiagency context; either closely associated or <br />distributed. Concepts of information sharing then become important and there many ingredients in this. <br />Some of them are the communication nodes and links that exist, the perceptions of the different agents, <br />3 <br />A 275 01.09.95 1.19-1 Johnson, Grigg, Tang <br />