ABSTRACT
This chapter looks at the classical theory of decision making and why it is flawed, the different levels of information required in social services decision making, and suggests ways in which the quality of decisions can be improved. Decision making is, therefore, not just the process of selection itself, but includes the analysis and review of information which precedes it. There are organisational barriers which impede the flow of information especially if it threatens the position or perceived competence of a section or individual. The other characteristic of social services organisations is a reluctance to be driven by hard information even when it is available. Financial information - spent, committed, profiled - is usually readily available if imperfectly understood. The shift from service-led to needs-led provision does offer an opportunity to shift the organisational culture of departments, and to strengthen the role of information. The information gleaned from these two exercises was then used to refine and further develop the earlier process of needs identification.
