Abstract
The present paper describes a frame-based approach to situated-decision-making on
climate change. Based on the multidisciplinary literature on the relationship between
frames and decision-making, it argues that members of a decision unit may gain from
making frames more explicit. Frames are the organizing principles of perception that
shape in a “hidden” and taken-for-granted way how people develop a particular
conceptualization of an issue. Science-related issues, such as climate change, are
often linked to a few frames that consistently appear across different policy areas.
Indeed, it appears that there are some very contrasting ways in which climate
adaptation may be framed. These frames can be characterized in terms of a simple
framework that highlights specific interpretations of climate issues. A second
framework clarifies the built-in frames of decision-tools. Using Thompson’s two
basic dimensions of decision, it identifies the main uncertainties that should be taken
into account in developing a decision strategy. The paper characterizes four types of
decision strategy, focusing on (1) computation, (2) compromise, (3) judgment, or (4)
inspiration, and links each strategy to the most appropriate methods and tools, as well
as the most appropriate social structure. Our experiences show that the frame-based
guide can work as an eye-opener for members of a decision unit, particularly where it
demonstrates how to add more perspectives to the decision.
climate change. Based on the multidisciplinary literature on the relationship between
frames and decision-making, it argues that members of a decision unit may gain from
making frames more explicit. Frames are the organizing principles of perception that
shape in a “hidden” and taken-for-granted way how people develop a particular
conceptualization of an issue. Science-related issues, such as climate change, are
often linked to a few frames that consistently appear across different policy areas.
Indeed, it appears that there are some very contrasting ways in which climate
adaptation may be framed. These frames can be characterized in terms of a simple
framework that highlights specific interpretations of climate issues. A second
framework clarifies the built-in frames of decision-tools. Using Thompson’s two
basic dimensions of decision, it identifies the main uncertainties that should be taken
into account in developing a decision strategy. The paper characterizes four types of
decision strategy, focusing on (1) computation, (2) compromise, (3) judgment, or (4)
inspiration, and links each strategy to the most appropriate methods and tools, as well
as the most appropriate social structure. Our experiences show that the frame-based
guide can work as an eye-opener for members of a decision unit, particularly where it
demonstrates how to add more perspectives to the decision.
| Original language | English |
|---|---|
| Number of pages | 14 |
| Publication status | Published - 12 Mar 2009 |
| Event | IARU International Scientific Congress on Climate Change: Global Risks, Challenges and Decisions - Copenhagen, Denmark Duration: 10 Mar 2009 → 12 Mar 2009 |
Conference
| Conference | IARU International Scientific Congress on Climate Change: Global Risks, Challenges and Decisions |
|---|---|
| Country/Territory | Denmark |
| City | Copenhagen |
| Period | 10/03/09 → 12/03/09 |
