Supporting developmental decision processes: The evolution of an Operational Research OR approach

A case is developed for recognizing the distinctive contribution which Operational Research OR scientists can make to the understanding and support of processes of developmental decision making, conceived as processes in which people work progressively (and often collaboratively) to address ever-chainging clusters of decisions which are richly connected and non-recurrent. The argument is illustrated through reference to the evolution over the last three decades of the strategic choice approach to planning under uncertainty, as one example of an Operational Research OR methodology that can be located within an emergent generic field of developmental decision science. It is argued that this perspective can complement that of systems theory in ways which are important not only for the future of OR, but also for the future development of human capacities to address daunting societal problems.