The power of numbers in strategizing

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Abstract
This article draws on a detailed case study of a complex decision process in a public healthcare system to consider the role and potential power of numbers in strategizing. Because of their association with precision and accuracy, numbers may seem at first sight to be unlikely tools for decision making in contexts characterized by ambiguous goals and diffuse authority.Yet in the case described in this article, managers successfully mobilized a system of numbers to make an extremely controversial strategic decision.The empirical study examines in depth the micro-practices and processes by which the objectivity and legitimacy of a transparently contestable system of numbers were socially constructed in a public forum. By developing a system whose results mapped on to dominant values and interests, by displaying transparency, consistency and competence in defence of the system, and by organizing the decision process in a way that disempowered adversaries, the pro tagonists in the case were able to infuse a difficult decision with positive value. It is concluded that the power of numbers lies in their ability to fill the strategic void created by pluralism.Though contested, numbers can under certain conditions come to acquire and provide authority in organizations where power is diffuse.This is most likely when the number systems enable the reconciliation of diverse values and interests, when they are embedded in shared systems of meaning, and when they are coupled with and activated by particular micro-practices that support the legitimacy of their promoters as disinterested advocates for the collective good.