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table 9.2
Aspects and empirical indicators of Discretions
Characteristics
of Discretions
Aspects
Indicators
Autonomous/
joint discretions
Personal task
simplification
The perceived degree to which
individual staff members modify
their own tasks to facilitate their
own schedules and activities
Adherence to
client interests
The perceived extent to which staff
members refer to other
organizations or alternative
coordination mechanisms as a
justification for their actions
Strategic/
alignment/
operational
discretions
Cognitive filter
environment
The perceived degree to which
individual staff members—at a
certain level within the geoG2G—
can formulate alternatives for
geoICT coordination requirements
Personal access
resources
The perceived degree to which
individual staff members—at a
certain level within the geoG2G—
(can) start up activities to acquire
additional funds, equipment,
information, and people to execute
or to bypass geoICT coordination
requirements
Ability to envision
courses of action
The perceived degree to which
individual staff members—at a
certain level within the geoG2G—
show the ability to formulate
alternative solutions for given
problems
9.6 Comparison of Professional Discretions in
geoiCt Programs in the netherlands
Table 9.3 summarizes the assembled scores for each of the five aspects in each
case. The qualifications high and low refer to the perceived degree of occurrences
of discretions. The method of deriving the scores can be explained by a detailed
description for one case. In the Cadastral case, a change in behavior of project staff
members that emerged as a reaction to having to implement a national policy of base
registers on addresses and buildings (BAG) could be qualified as discretions because it
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