The Organisation of Decision-making

Abstract

This chapter examines the contexts of deliberation and decision-making within case conference groups. It describes the different professionals involved, and the interactive properties of group dynamics. Particular attention is placed on making sense of the overall absence of conflict in case conference groups. As Chapter 2 described, previous research has argued that multi-agency working has been fraught with tensions between agencies due to their differing value positions regarding ways of working, and methods of responding to persons involved in crime and anti-social behaviour. This chapter argues that we must examine other aspects of group dynamics in order to arrive at a more comprehensive understanding of why conflict is a relatively rare phenomenon. Here the work of Erving Goffman (1959, 1967) is used as an analytic source for making sense of the interactive properties associated with case deliberations between professionals. Using a variety of Goffman’s concepts to illuminate the practices of order maintenance and interaction rituals, the chapter focuses on factors such as trust and rapport between professionals, the scripting of meetings through minutes and other case props, the stage management of deliberations, the management and deferral of conflict through in-group structures, as well as the role of humour as a remedial device.