Managing the five tensions of IT-enabled decision support in turbulent and high-velocity environments

This chapter examines issues concerned with supporting managers and organizations with information and communication technologies as they decide and act in turbulent and high-velocity environments. In particular, the chapter identifies five key tensions in this context: (1) the tension between the need for quick decisions and the need for analytical decision processes; (2) the tension involving managerial need for action and the need for the safest execution of decisions that may be bold and risky; (3) the tension around empowering middle managers and management teams at various organizational levels in the midst of powerful and impatient top executives; (4) the tension between programmed, quick-action learning loops and the increased requirement for emergence and improvisation; and (5) the tension between expending effort to eliminate the digital divide with other organizations versus finding expedient ways to communicate through heterogeneous digital infrastructures. Each of the tensions, and how it can be managed, is illustrated through a case example. The chapter ends by suggesting that the management of these critical tensions needs to be fused into the day-to-day fabric of management practices for decision support processes. This article is part of the “Handbook on Decision Support Systems” edited by Frada Burstein and Clyde W. Holsapple (2008) Springer.