The more the power balance between a firm and a claimant group favors the firm, the lower the satisficing level the firm must deliver. This view has dominated much a managerial thinking over the last couple of decades. In relatively stable conditions, where competitors are known and customer and employee demands are relatively stable, a manger can be relatively successful using this framework. Also the interactions between managerial decisions and claimant satisfaction must be clear. Most of these conditions are not present in today's decision making environment.
Customers often consider environmental, employment and community issues in purchase decisions.
The interdependence among claimant is no longer simple. Merely attempting the to satisfy minimal demands is a dangerous strategy. The continuous improvement strategy views a true improvement in organizational effectiveness as increasing the benefit to one claimant without reducing the benefit to other claimants. It requires new strategies of decision making, problem solving and conflict resolution that promote innovation and mutual benefit. Those using an outcome approach would evaluate organizations, organizational units, individuals and program against a set of goals, specifications, or outcome based targets.