In NGOs and government organizations

In politics, decisions in governmental organizations as well as in NGOs are always in the public eye and subject to controversy. This is all the more true when it comes to issues that involve risks or disadvantages for certain groups. In this context, a simple cost-benefit analysis leads to non-robust decisions, since it invariably neglects numerous factors.

The decision to liberalize and deregulate the financial markets in the 1990s was based on the idea of achieving the maximum expectation of profitability and economic growth. However, a decision scenario that is aimed exclusively at maximization leads to an enormous loss of sustainability and the complete neglect of possible and known risks.

Development of sustainable scenarios
Decision-making in complex contexts, for example in the assessment of environmental risks, requires the creation of comparative scenarios that highlight risks that cannot be eliminated from different perspectives. The consideration of such risks can lead to a decision-making process which does not correspond to the maximum expected value but which, in contrast, proves to be resistant to remaining uncertainties and risks. From our perspective, it is only through the development of stable and adaptive scenarios that long-term optimal results can be achieved that persist even when new market factors and risks arise.