Campfire Decision-Making and Strategic Management: A Politics and Leadership Approach to Economic Development
Author(s)
Cunningham, Robert; Adwan, Yasi
Abstract
In an investigation of the politics of economic decisions in developing countries, it is argued that hierarchical management practices and coercive treatment of employees are not cost-effective, and that the involvement of suppliers, customers, and even low-level employees in decision making reduces risk and enhances productivity. Harlan Cleveland’s notion of “campfire decision-making” (“How Do You Get Everybody in on the Act and Still Get Some Action?” Educational Record, 1974, 55, 3, 177-182) is drawn on to address the challenge of achieving decision openness while avoiding procedural delays. The campfire approach reflects the incorporation of indigenous values and practices into the decision-making process for development, facilitating economic growth by generating frank discussion and explicit commitments within a familiar decision-making structure. A strategy of economic growth is proposed that would ignore the public/private distinction, assign a strategic manager role to the political leader, and charge the leader with directing a campfire decision-making process and overseeing implementation of the ensuing national policies.
