Many existing theories attempt to explain precisely how decisions come about in organisations.
This research proposes that decisions are performed as people talk and argue with one another - in their offices, on the telephone, in corridors and especially during and after meetings. From the outside, it would seem as though meetings were the key place where decisions originate. There is, after all, a set of minutes detailing what was said. Yet it is always possible to 'correct' these minutes later or to argue over what minuted comments really mean. This research sets out to discover how managers and others find ways of arguing for a particular strategy or position when it becomes more difficult to rephrase or otherwise correct the record of the meeting.