InL J. Man-Machine Studies (1986) 25, 139-152 Computer decision support for senior managers: encouraging exploration TIM SMITHIN AND COLIN EDEN School of Management, University of Bath, Claverton Down, Bath BA2 7A Y, U.K. (Received 30 October 1985) This paper discusses issues involved in designing a computer-based decision support system for senior decision makers in business organizations. It is based on the authors' experiences of developing and using such a system over several years in a number of large U.K. companies. The paper focusses upon the nature of decision-making for senior managers and emphasizes the highly political and turbulent environment in which they work, and the implications this has for designing a system which can compete for the attention of a busy manager. Rather than describe "another system" we are anxious to discuss the problems involved in creating decision support systems that will be practical, and assist with decisions that "really matter". Introduction In this paper we discuss issues involved in designing computer decision support systems based on our work researching and developing a decision support system to encourage the participation of senior managers in corporate planning activities within a large U.K. company. Whilst the use of computer decision support is not new, and there is a rapidly growing interest in its practical application, we believe that our system is a unique experience for managers in that it provides informed and relevant help set against the practical and political realities of everyday working life. Our work is firmly grounded in a psychological and political approach to understanding organizations rather than being concerned with computers and computer science and this provides a different interpretation of the issues involved in the employment of computing power. In our work we emphasize the psychological and political aspects of decision support because we believe that it is at this level that we must consider the use of computers and decision support if they are to make a practical and relevant contribution to organizational life. Whilst our backgrounds in the psychology of organizational decision making predispose us to this view, it is noticeable that as computer decision support systems gain wider visibility these issues are coming to the fore. The growth of computer aid for decision-making In recent years there has been a growing interest in the provision of computer aid for complex decision making. Some of the earliest work attempted to "ape" the skills of a management consultant in a way which foreshadowed current interest in providing intelligent support for managers (Joyner & Tunstall, 1970). More recently in Europe there have been a variety of government initiatives to encourage research into a wide range of information technology projects, a significant part of which should foster 139 0020-7373/86/080139 + 14503.00/0 9 1986 Academic Press Inc. (London) Limited