Improving decision making for sustainability: a case study from New Zealand

Abstract

PurposeThe purpose of this paper is to describe and evidence a means of improving decision making within a sustainable resource management context.Design/methodology/approachA set of competencies required by effective decision makers is developed. Methods of improving decision making are reviewed and used to develop a continuing education programme that addressed each competency. Following piloting, 1,300 lay and professional decision makers are trained and assessed.FindingsIt is possible to capture the skills required of decision makers and to develop decision‐making performance within relatively short courses.Practical implicationsTo be of any real value education for sustainability must not only increase awareness and knowledge but must also impact on decision making. The paper argues for an explicit consideration of decision making in learning design and describes the use of techniques that can be readily appropriated by others.Originality/valueThe paper demonstrates the effectiveness of training in decision making delivered to a wide range of practitioners. The paper also illustrates the contribution universities can make in working to improve sustainability outcomes through continuing education at a national level.