Environmental Engineering Reference
In-Depth Information
Fig. 18.2.
Linear model of the 'Program'
Overall, workers handed in about 60 suggestions. The decision-making thereupon
was distributed and the officer for the suggestion scheme defined who would
comment on them before the final decision. Because the 'Programme' asked for
ideas regarding environmental issues Kunz received the suggestions. For him, the
decision whether he should recommend carrying out an idea or not was either
straightforward or he had to make some inquiries and negotiate the suggestion
with other actors. How did he decide? If his decision was straightforward it was so
because the case was self-evident to him. One such case was the idea to install a
solar panel. For Kunz this was out of question because at the site another solar
panel already existed. From his point of view this case illustrated the lack of
knowledge on side of the worker: the worker should have known that solar panels
already existed. As the worker did not specify why another panel would be useful,
but rather presented a general idea, the environmental manager declined the sug-
gestion. He would have been interested in a suggestion, which would be situated
and reasoned from his point of view and which would fit in his frame of interpret-
ing the world. Thus, the idea of the worker was not compatible with Kunz's frame.
Another case concerned saving water. This idea had been declined. The deci-
sion upon this idea was heavily contested. Afterwards, several meetings took place
to settle the case. While the case was quite straightforward for Kunz “
the [work-
ers] did not want to accept [the decline] and [they] said: 'No! It is possible [to put
their idea into practice]; why [do you not see this]?'”
. This conflict constituted a
problem: Kunz recognised that the
decline is placed in tension with him wanting
to motivate the workers
(field note). Overall, then, the 'Programme' brought about
problems and additional work. Therefore, they decided, to not run such a 'Pro-
gramme' again with a specific emphasis on energy.
The significance of the environmental manager's reaction to the ideas of the
workers lies within the way ideas are presented and dealt with. A tension exists
between Kunz's approach and that of some workers. How can we critically inter-
pret this tension?
18.4 Analysis: Knowledge and Contradictions
To approach this tension within decision-making, this section provides foci on
both the subject matter of knowledge in the case as well as its social context. First,
let us recall that the 'Programme' was devised to mobilise knowledge to support
Mr. Kunz's work to green the corporation. The schemes (of perception and think-
ing) which he used to evaluate those knowledges which were presented to him
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