An integrated sustainability decision-support framework Part I: Problem structuring

One of the main goals in decision-making for sustainable development is to identify and choose the most sustainable option from among different alternatives. This process usually involves a large number of stakeholders with multiple, often conflicting, objectives. Facilitating and resolving such difficult decision situations can be complex, so that a more formal and systematic approach to decision-making may be necessary. This two-part paper proposes an integrated multiple criteria decision-support framework specifically developed to provide systematic, step-by-step guidance to decision-makers. The framework, which is suitable for both corporate and public policy-making in the context of sustainable development, comprises three steps: problem structuring, problem analysis and problem resolution. In this paper, the focus is on problem structuring while Part II concentrates on problem analysis and resolution. Problem structuring includes identification of stakeholders, sustainability issues and indicators relevant for a particular decision problem. Sustainability indicators are used as decision criteria for identifying and choosing the most sustainable option. In the problem analysis step, decision makers articulate their preferences for different decision criteria. A suitable Multiple Criteria Decision Analysis (MCDA) technique, such as multi-objective optimisation, goal programming, value-based and outranking approaches, is then used to model the preferences. These techniques are discussed in Part II, which also gives guidance on the choice of the most appropriate MCDA method. Based on the outcome of preference modelling, which estimates the overall 'value' of each alternative being considered, decision-makers can then choose the 'best' or most sustainable option. Such an integrated decision-support framework is useful for providing structure to the debate, ensuring dialogue among decision-makers and showing trade-offs between conflicting objectives. In this way, it may be possible to create shared understanding about the issues, generate a sense of common purpose, and often, resolve 'difficult' decision problems.