This paper introduces a decision matrix to the knowledge foundation of macro-practice as a strategy to highlight the idiosyncratic and parochial perspectives to key decision models available to the practitioner to demonstrate the benefits of an alternative perspective that integrates into one conception of a variety of decision models and as a classification of decision schemata to modes of intervention. An overarching purpose is to demonstrate the significance of horizontal and vertical information transfer for social policy planning and development, social programming and management, and social project planning and operations. From this emerges a macro-practitioner engaged in human creative and rational activity.

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