Dynamic decision problem structuring

This paper develops a conceptualization of decision problem structuring which synthesizes a number of models and approaches cited in the decision-making literature in general and the multi-criteria literature in particular. The approach advocates a dynamic interaction between criteria and alternatives as a decision-maker understands his preferences and expands the set of alternatives. This approach endeavours to bridge the gap between prescriptive and descriptive decision problem structuring. It is prescriptive in its orientation, recommending an approach based on earlier prescriptive work. However, the approach is also validated empirically, based on the descriptive decision-making literature and reported case studies of actual decision-making. Copyright © 2001 John Wiley & Sons, Ltd.

[1]  John Buchanan,et al.  Comment by John Buchanan, Mordecai Henig and Jim Corner , 1999 .

[2]  Ann Taket,et al.  Wanted: Dead OR alive—ways of using problem-structuring methods in community OR , 1997 .

[3]  Mordechai I. Henig,et al.  SOLVING MCDM PROBLEMS: PROCESS CONCEPTS , 1996 .

[4]  S. R. Watson,et al.  The presumptions of prescription , 1992 .

[5]  Michael X Cohen,et al.  A Garbage Can Model of Organizational Choice. , 1972 .

[6]  P. C. Nutt.  The Formulation Processes and Tactics Used in Organizational Decision Making , 1993 .

[7]  T. Saaty,et al.  The Analytic Hierarchy Process , 1985 .

[8]  Daniel Vanderpooten.  Three Basic Conceptions Underlying Multiple Criteria Interactive Procedures , 1992 .

[9]  M. F. Shutler.  Concepts of operational research , 1968 .

[10]  M. Bazerman.  Judgement in Managerial Decision Making , 2003 .

[11]  H. J. Einhorn.  The use of nonlinear, noncompensatory models in decision making. , 1970, Psychological bulletin.

[12]  Antony R. Unwin.  An Introductory Approach to Operations Research , 1979 .

[13]  P. C. Nutt.  Surprising but true: Half the decisions in organizations fail , 1999 .

[14]  Barbara M. Carlin,et al.  Problem structuring heuristics in strategic decision making , 1990 .

[15]  A. Wildavsky.  Between Planning and Politics : Intellect vs. Interaction as Analysis , 1979 .

[16]  Raanan Lipshitz,et al.  Decision Making in Three Modes , 1994 .

[17]  Stuart Dillon,et al.  Descriptive Decision Making : Comparing Theory with Practice , 1960 .

[18]  H. Simon,et al.  Rational choice and the structure of the environment. , 1956, Psychological review.

[19]  Jyrki Wallenius,et al.  A study of high-level managerial decision processes, with implications for MCDM research , 2000, Eur. J. Oper. Res..

[20]  Simon French,et al.  Interactive Multi-Objective Programming: Its Aims, Applications and Demands , 1984 .

[21]  George Wright,et al.  Rethinking value elicitation for personal consequential decisions , 1999 .

[22]  Altshuller.  Creativity As an Exact Science , 1984 .

[23]  Joanna L. Y. Ho,et al.  Decision problem structuring: generating options , 1988, IEEE Trans. Syst. Man Cybern..

[24]  Aaron Wildavsky.  Speaking Truth to Power , 1987 .

[25]  Michael Pidd,et al.  Problem Structuring — A Literature Review , 1981 .

[26]  J Moffat,et al.  Developing models of decision making , 1997 .

[27]  A. Tversky.  Elimination by aspects: A theory of choice. , 1972 .

[28]  J. March.  The Technology of Foolishness , 2020 .

[29]  Mordechai I. Henig,et al.  Objectivity and subjectivity in thedecision making process , 1998, Ann. Oper. Res..

[30]  P. Bennett,et al.  A Kuhnian Crisis in Management Science? , 1981 .

[31]  Peter Checkland,et al.  Systems Thinking, Systems Practice , 1981 .

[32]  H. Simon,et al.  A Behavioral Model of Rational Choice , 1955 .

[33]  P. C. Nutt.  Types of organizational decision processes. , 1984, Administrative science quarterly.

[34]  Mordechai I. Henig,et al.  R&D Project Selection: A Decision Process Approach , 1996 .

[35]  Gregory S. Parnell,et al.  Framing Strategic Decisions , 1998 .

[36]  Paul C. Nutt,et al.  A taxonomy of strategic decisions and tactics for uncovering alternatives , 2001, Eur. J. Oper. Res..

[37]  Herbert A. Simon.  The new science of management decision. , 1960 .

[38]  Ralph L. Keeney,et al.  Value-Focused Thinking: A Path to Creative Decisionmaking , 1992 .

[39]  H. Raiffa,et al.  Decisions with Multiple Objectives , 1993 .

[40]  H. Brachinger,et al.  Decision analysis , 1997 .

[41]  Valerie Belton,et al.  Integrated Support from Problem Structuring through to Alternative Evaluation Using COPE and V·I·S·A , 1997 .

[42]  D. Winterfeldt.  Structuring decision problems for decision analysis , 1980 .

[43]  R. Volkema.  Problem Formulation in Planning and Design , 1983 .

[44]  Henry Mintzberg,et al.  Normative Models in Managerial Decision-Making , 1980 .

[45]  J. Mumpower.  Decision sciences: An integrative perspective, Paul R. Kleindorfer, Howard C. Kunreuther, and Paul J. H. Schoemaker, Cambridge: Cambridge University Press, 1993, 470 pp., ISBN 0‐521‐32867‐5 (hc), ISBN 0521‐33812‐3 (pb) , 1995 .

[46]  Henry Mintzberg,et al.  The Structure of "Unstructured" Decision Processes , 1976 .