Category Archives: annual-meeting

2017 annual meeting: DMDU across mulitiple scales. Submit an abstract and register

Please save the date for the 2017 DMDU meeting. The meeting will be hosted by the Oxford Martin School in Oxford, UK, on 14-15 November 2017, with a training on DMDU methodologies scheduled for 13 November 2017. For more information on the workshop, visit the website. The 2017 annual meeting theme is dealing with deep uncertainty in decision making across multiple scales. The workshop will tackle the challenges of decision making at many different scales, from the perspective of deep uncertainty. The theme of multiple scales embraces spatial scales, temporal scales and scales of governance.

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First Annual Training Day on DMDU methods

by: Steven Popper

The Society for Decision Making under Deep Uncertainty held its first annual training day event on 15 November 2016 at World Bank Headquarters in Washington, DC. This was the day prior to the start of the DMDU Society’s annual two-day workshop. The Society’s leadership team has decided that a training day will precede future DMDU workshops under the direction of the chair for education and training in coordination with that year’s workshop organizing committee. This decision is a direct response to an interest expressed through the questionnaire on education and training distributed to the Society’s membership earlier in 2016. The survey disclosed not only an interest in such a session but a willingness to participate on the part of students, DMDU analysts and methodologists, and policy practitioners.

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Bridging the False Divide: Are We Ignoring the Role of Adaptive Operations for Improving the Efficiency, Resilience and Robustness of Planned Infrastructure?

by: Patrick Reed

This blog reports on one of the session of the annual meeting of 2016. The sessoin was organized by Patrick Reed (Cornell University), Jan Kwakkel (TU Delft),  Andrea Castelletti (Politecnico di Milano), Laura Bonzanigo (World Bank). Invited speakers were Julie Quinn (Cornell University) and Marc Jaxa-Rozen (TU Delft).

Session Focus: This session explored the interplay between short-term adaptive operations and their influence on long-term planning is particularly relevant for irreversible decisions for long-lived infrastructures that present complex ecological impacts, and must reliably meet multi-sectoral demands (e.g., reservoirs, energy production/transmission, transportation networks, etc.). A core theme throughout this whole session is that current DMDU frameworks that truly seek robustness must better exploit information feedbacks, tailor adaptivity so that triggered actions are contextually appropriate, and minimize lock in.  The session was organized into three case study presentations, five posters, and an interactive serious table top game. This suite of multi-sector examples helped clarify emerging innovations and persistent challenges related to bridging the planning and management divide.

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Deep Uncertainty and the Long-Term: Time, the policy challenge and enablers for policy persistence

by Judy Lawrence and Robert Lempert

At the conclusion of the DMDU workshop at Deltares, The Netherlands in 2015, we identified political scientists as an additional group that could inform the discussions at the next annual workshop. Accordingly, we designed a problem session at the annual workshop at the World Bank in 2016, entitled: Deep Uncertainty and the Long-Term: Time, the policy challenge and enablers for policy persistence. Whether or not decision makers consider the implications of their decisions for future generations under changing conditions depends on a range of institutional, political, behavioural and ethical factors. One of these is the extent to which policy decisions are influenced by short-termism or presentist bias. This in turn, depends on the political context within which decisions are made.

Tools developed for decision making under conditions of uncertainty and change, need to be ‘fit’ for the changing environment and for the political context, to enable policies to persist over time and adapt to changing conditions. Or the political context could be changed using commitment devices. Thus, for successful implementation of policies that can persist over the long term or be adjusted as the world changes, we need to understand the drivers that motivate the actors.

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Programme for the 2016 annual workshop is now available!

The World Bank will host the 2016 DMDU workshop in Washington DC, on November 16 and 17, 2016, with a training on DMDU methodologies scheduled for November 15th, 2016. There is still place for the training, but it is running out fast. Please confirm here by October 15 if you have not done that already, to make sure we save you a spot! The annual meeting is fully booked. Please let us know if you will not come so there will be place for others to attend. Download the programme. Continue reading

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Embracing Uncertainty for Better Decision-Making

by Laura Tuck and Julie Rozenberg, Sustainable Development Practice Group, World Bank Group

We all face uncertainties.

What if the train’s late? What if it rains? What if traffic is bad? What if there’s a shift in government before the project starts?

Every day we’re hit by all the “what ifs” especially in our line of work at the World Bank Group, whether in the field or within our organization. But how do we best cope with this? Embracing uncertainties may be the answer.

The World Bank Group has been at the forefront of mainstreaming new methods to deal with uncertainties. In fact, you may not know this, but the World Bank is one of the founding members of the Society for Decision Making Under Deep Uncertainty.

Today’s decision makers face conditions of fast-paced, transformative, and often surprising change. Traditional decision analysis relies on point and probabilistic predictions. But under conditions of deep uncertainty, predictions are often wrong, and relying on them can prove costly and dangerous. Fortunately, new methods and processes now exist to help decision makers identify and evaluate robust and adaptive strategies, thereby making sound decisions in the face of these challenges. Continue reading

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Rules and Processes of the Society

The Leadership Team has drafted and discussed the Rules and Processes document for the Society. The document forms the basis of the operations of the Society and describes, amongst others, membership procedures, the responsibilities and duties of the Leadership Team and the election process.
 
The procedure for adoption of the Society’s Rules and Processes is as follows:
  • The document is available for download Rules_DMDU
  • Comments can be sent to dmdu.rules[at]gmail.com.
  • The Leadership Team will discuss the comments from the members in the September meeting of the team and the draft document will be updated to a final draft. An overview of all comments will be posted on the Society’s website.
  • The Leadership Team will have a final discussion on the final draft document and adopt the document as Provisional Rules & Processes that will be used for the elections.
With this procedure the Leadership Team hopes to have found a balance between efficiency, practicality and participation of the members in developing the Rules and Processes for the Society.
 
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Annual Workshop

Registration for our annual workshop in Washington DC (November 16-17) is now closed.

This year’s workshop is organized around two key elements. First, the workshop will include 6 “problem-solving” sessions during which we will have group discussions around practical problems our Society members face in their work, and possible solutions. These will not be typical panel sessions since the audience will be actively involved. Second, the workshop will use posters as the primary means for participants to present their current work.  The workshop will integrate posters in three ways: (1) pitches in the problem-solving sessions for posters that speak to the problems described; (2) pitches in poster sessions; (3) informal discussions around posters during all breaks and social times. You will find below a short description of the 6 sessions that were selected for group discussions. Continue reading

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