Lehto, Taru
Industrial Systems/ VTT Technical Research Centre of Finland/ Tekniikankatu 1, P.O. Box 1307/ 33101 Tampere, Finland 358 3 316 3267 / taru.lehto@vtt.fi
Murtonen, Mervi
Industrial Systems/ VTT Technical Research Centre of Finland/ Tekniikankatu 1, P.O. Box 1306/ 33101 Tampere, Finland 358 3 316 3247 / mervi.murtonen@vtt.fi
ABSTRACT
Risk assessment is a way to define workplace development needs. It may, however, lead to some difficulties in making decisions concerning development measures. Therefore a systematic approach to choosing and planning development measures is needed to simplify decision making. A set of tools was developed in the context of the PRIMA project to enable finding the best solutions for risk management. The project resulted in the development of PRIMA toolkit to support both strategic level decision making and operational development activities. Effect evaluation, decision analysis, and utilization of tacit knowledge were particularly emphasized in the handling of complex problems related to decisions.
Keywords
Risk assessment, organizational development, decision making
INTRODUCTION
Decision-making comprises of three principal phases in managerial context: finding occasions for making decisions, finding possible courses of action, and choosing amongst the courses of action [1]. Organizational development requires that decisions concerning resource allocation and development actions have to be made. Many possible solutions and multiple, possibly conflicting objectives complicate decision making. For example, decisions relating to measures to be taken in a work place may require concurrent consideration of costs, safety, health, and environmental concerns.
Also, the complexity of a problem and uncertainty concerning the effects of the potential development measure may complicate decision making. The effects may not be carefully evaluated in advance based on varied criteria, nor is tacit knowledge sufficiently utilized in work place decision making.
A systematic approach to choosing development measures, evaluation of the effects and follow-up of the development process was needed in order to facilitate decision making. To this end, a set of tools was developed during a two-year-project “Decision Making and the Effects of Organizational Development” (PRIMA). The PRIMA project
covered five case-studies of Finnish industry and public organizations [2].
The aim of the PRIMA-project was to facilitate decision making in case-organizations for choosing and planning development measures recommended to be taken based on risk assessment. Therefore the risk factor was used as one of the decision making criteria. In addition to the risk factor, effects on production, quality and safety were evaluated as a part of the decision making process leading to safety or other development measures. The ultimate objective of the project was to aid the case organizations find as effective development measures as possible, which would improve their respective working conditions.
The project resulted in the setting up of the PRIMA toolkit, which consists of nine tools. The tools combine strategic planning of actions and operational development work. They can be used for development resource allocation, action planning, and effect evaluation. The tools vary from simple, easy-to-use tools to more comprehensive action planning methods.
The most extensive method created through the PRIMA project is based on decision analysis. Decision analysis is a method that helps a decision maker to choose between several, possibly complicated options. Decision analysis consists of the following phases: 1) perception of a problem; 2) generation and evaluation of alternatives; and
3) selection of a solution [1].
In most of the case-organizations, preventive measures were pinpointed easily after a risk assessment. Often the best solution was apparent, easy to implement and required no further analysis. However, in two of the case projects, planning of measures concerning exceedingly complicated problems required decision analysis as a support. In these two cases, the decision analysis phases advanced action planning. Participation of all parties involved was emphasized with the objective of obtaining a full picture of the problem in the respective work places. Extensive effect evaluation facilitated the selection of alternative solutions.
OBJECTIVES
The aim of the research was to provide assistance in workplace decision making when choosing and planning recommended development measures that should be taken based on risk assessment. To achieve this goal, the following steps were taken:
- Identification of development needs of the case organisations;
- Selection and prioritization of development measures;
- Development and elaboration of the PRIMA toolkit through testing in the case organizations for choosing appropriate development measures;
- Wide involvement of the personnel in the planning of the measures and the development work;
- Implementation of concrete development measures with the objective of improving working conditions in the case organizations;
- Evaluation and reporting of the effects of the development work through performance measurement and process evaluation.
THE PRIMA PROJECT
This paper is based on a two-year project (2002–2004) titled “Decision Making and the Effects of Organizational Development” (PRIMA). The project was funded by the Finnish Work Environment Fund and the Workplace Development Programme. The five case organizations involved in the project represented construction industry, building product industry, shipbuilding industry, and public health services.
The PRIMA project was carried out as an action research actively involving the researchers. All in all, during the course of the project, more than a hundred development team meetings took place in the case organizations. The applied research approach enhanced utilization of tacit knowledge and organizational learning as well as sharing of good practices between the case organizations from different fields of trade. Cooperation between all the project parties was further encouraged through four PRIMA workshops.
THE PRIMA TOOLKIT
The project resulted in the development of the PRIMA toolkit with nine tools for different stages of the development work (Figure 1).
Decision Analysis
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