Resolution of critical educational issues decision processes of selected superintendents and a descriptive decision support system
The study was designed with a dual purpose. First, the study was designed to develop and assess a systematic decision making procedural 'model which would aid in the resolution of critical issues. Second, the purpose of the study was to assess the decision making procedures of the school's chief executive officer when dealing with critical issues. The study was conducted by interviewing ten chief executive officers of Indiana school corporations. The data generated was reported in narrative and table form. The data was used to assess the developed model for comprehensiveness and adaptability and to assess the decision making procedures of chief executive officers for comprehensiveness and systematization.The findings reported herein were based on the evaluation and analysis of the data reported by public school chief executive officers and a review of related research.1. The Decision Support System model was found to be comprehensive and provided a thorough description of the processes needed by the chief executive officer in the decision making processes.2. In all cases, the Decision Support System model processes adapted to the processes of the chief executive officer.3. The chief executive officers selected and analyzed a limited amount of data to support the identification of impacts, options, and alternatives in the decision making process.4. The chief executive officers identified a limited number of impacts, options, and alternatives in the decision making process.5. The process of decision making by the chief executive officers was arranged in a form which was not consistently orderly, methodical, or well organized.6. The data in the table has shown that twenty-four of thirty-eight identified critical educational issues concerned financial problems.7. Eighty percent of the interviewed chief executive officers utilized the trade-off processes of the Decision Support System model as the option for the solution of the 8. The trade-off processes of eighty percent of the chief executive officers utilized the option of exchanging qualitative resources for quantitative resources or deleted qualitative resources in the absence of adequate funds.9. The trade-off processes of eighty percent of the chief executive officers resulted in problems involving attitudes and motivation.