Making Better Decisions: Balancing Conflicting Criteria
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | International Series in Operations Research and Management Science Ser.
v.294 |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (176 pages) |
| ISBN: | 9783030494599 |
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| 245 | 1 | 0 | |a Making Better Decisions |b Balancing Conflicting Criteria |
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| 505 | 8 | |a Intro -- Preface -- Why This Book? -- Where Does Our Interest Come From? -- Why Us? -- Organization of the Book -- Acknowledgments -- Contents -- Chapter 1: Different Paradigms of Decision-Making -- 1.1 Vision-Based Decision-Making -- 1.2 Rule-Based Decision-Making -- References -- Chapter 2: About the Role of Intuition -- 2.1 Background -- 2.2 Examples Where Intuition Fails -- 2.3 How About Using Both Intuition and Analytic Thinking -- Appendix: Misleading Intuition -- References -- Chapter 3: Towards Analytic Decision-Making -- 3.1 Background -- 3.2 Fundamental Concepts -- 3.3 Wise Decisions -- 3.4 Dangers of Oversimplification -- 3.5 Wrapping up -- References -- Chapter 4: How Do Humans Make Choices? -- 4.1 Satisficers -- 4.2 Lexicographic Model -- 4.3 Compensatory Models -- 4.4 Elimination by Aspects -- 4.5 Prospect Theory or the Reference-Dependent Model -- 4.6 Evidence for Prospect Theory or the Riskless Version -- Appendix: More Details on Prospect Theory -- Where We Have Used Prospect Theory -- References -- Chapter 5: Beware of Decision Traps: The World of Certainty -- 5.1 Hearing What You Want to Hear -- 5.2 Too Much Simplification -- 5.3 Context Matters -- 5.4 Anchoring -- 5.5 Not Admitting Past Mistakes -- 5.6 Lives Saved or Lives Lost -- 5.7 Hubris -- References -- Chapter 6: Beware of Decision Traps: The World of Uncertainty -- 6.1 We Think We Know More Than We Actually Do -- 6.2 Memory Plays Tricks -- 6.3 Rare Is Rare -- 6.4 O. J. Simpson Trial -- Appendix: Probability Calculations -- References -- Chapter 7: The Devil Is in the Details -- 7.1 Alternatives -- 7.1.1 Known Alternatives and Decision Variables -- 7.1.2 Alternatives Emerging Over Time -- 7.1.3 Not Realizing Viable Alternatives -- 7.1.4 Too Many Alternatives -- 7.2 Criteria -- 7.2.1 One vs. Multiple Criteria -- 7.2.2 Criteria vs. Goals and Objectives | |
| 505 | 8 | |a 7.2.3 Attributes and Indicators -- 7.2.4 Qualitative vs. Quantitative Criteria -- 7.2.5 Structure of Criteria and Their Possible Dependence -- 7.2.6 Known vs. Unknown Criteria -- 7.2.7 Certainty vs. Uncertainty in the Criterion Values -- 7.3 Dominance -- 7.4 Value (or Utility) -- 7.5 Number of Decision-Makers -- 7.6 Design Problems -- 7.7 Why Are Some Choices Difficult? -- 7.8 What are Better Decisions in an MCDM Context? -- Appendix: Car Accident and Production Planning -- References -- Chapter 8: A Picture Is Worth a Thousand Words -- 8.1 Visual Representation of Numerical Data -- 8.1.1 Bar Charts, Line Graphs, and Scatter Plots -- 8.1.2 Visualization of Multivariate Data: More Advanced Techniques -- 8.2 Lying with Graphs -- 8.3 Visualization in Multiple Criteria Decision Support Systems -- 8.3.1 Snapshots of a Single Alternative -- 8.3.2 Illustrating a Set of Alternatives/Solutions -- 8.4 Why Visualization? -- Appendix: Andrews Curves -- References -- Chapter 9: Choosing Among Known Alternatives -- 9.1 Benjamin Franklin's Approach -- 9.2 Even Swaps -- 9.3 Weighted Sums -- 9.3.1 Weights and Scales -- 9.4 Beware of Joint Effects of Similar Criteria -- 9.5 Do Not Accidentally Eliminate the Best Alternative! -- 9.6 The Analytic Hierarchy Process -- 9.6.1 Formulating a Marketing Strategy for a Small IT Company -- 9.7 Visual Interactive Method for Discrete Alternatives (VIMDA) -- References -- Chapter 10: Designing Potential Solutions -- 10.1 Feasible Set and Nondominated Set for the Design Problem -- 10.2 Goal Programming -- 10.3 Appendix: Illustrating the Decision and Criterion Spaces -- References -- Chapter 11: Solving Design Problems -- 11.1 Weighted Sums -- 11.2 Reference Point Method -- 11.3 Reference Direction Approach -- 11.4 Pareto Race -- 11.5 A Challenging Nonconvex Feasible Region -- 11.6 Estimating Weights from Pairwise Comparisons | |
| 505 | 8 | |a References -- Chapter 12: Need for Decision Support Systems -- 12.1 Harmonious Houses -- 12.2 VIMDA -- 12.3 VIG (Pareto Race) -- 12.4 Production Planning with VIG (Pareto Race) -- 12.5 A Digression: How Much Support Is Desirable? -- References -- Chapter 13: Use Scenarios Instead of a Crystal Ball -- 13.1 What Is Scenario Analysis? -- 13.2 Using Scenario Analysis for Financial Institutions -- 13.2.1 Capital and Analysis Review by the Federal Reserve -- 13.2.2 Other Applications -- 13.3 Multiple Criteria Decision Making with Scenarios -- 13.4 Appendix: A MOLP Formulation for Investment Planning -- References -- Chapter 14: Making Operations More Efficient -- 14.1 Data Envelopment Analysis -- 14.2 How to Measure Efficiency? -- 14.3 Value Efficiency -- 14.3.1 Additional Details of Value Efficiency Analysis -- References -- Chapter 15: Real-World Problems -- 15.1 Pricing Alcoholic Beverages -- 15.2 Emergency Management -- 15.3 Cost Efficiency of Finnish Electricity Distributors -- 15.4 Value Efficiency Analysis -- 15.4.1 Case 1: Hypermarkets -- 15.4.2 Case 2: Academic Research -- 15.4.3 Case 3: Parishes -- 15.4.4 Case 4: Bank Branch Efficiency -- References -- Chapter 16: Negotiating a Deal -- 16.1 Win-Lose Negotiations -- 16.2 Win-Win Negotiations -- 16.3 Pre-Negotiations Are Useful -- 16.4 Real-World Examples -- 16.4.1 To What Extent Should Energy Be Taxed? -- 16.4.2 Should Banks and Insurance Companies Merge? -- References -- Chapter 17: In Conclusion -- 17.1 Realize That Intuition May Fail You -- 17.2 If Possible, Complement Your Intuition with Some Analysis -- 17.3 Be Aware of Common Decision Traps -- 17.4 Humans Focus on Differences -- 17.5 Think Hard About All Possible Decision Alternatives -- 17.6 Think Whether You Are 'Optimizer' or 'Satisficer' -- 17.7 Be Transparent About the Criteria | |
| 505 | 8 | |a 17.8 Identify Dominated Decision Alternatives and Eliminate Them -- 17.9 Think How You Want to Express Your Preferences -- 17.10 Think About Ways to Visualize Decision Alternatives -- 17.11 Improving Efficiency of Operations -- 17.12 Use Scenarios When Facing Uncertainty -- 17.13 Figure Out What You Want and What the Other Party Wants -- Author Index -- Subject Index | |
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Datensatz im Suchindex
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| author | Korhonen, Pekka J. |
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| author_sort | Korhonen, Pekka J. |
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| contents | Intro -- Preface -- Why This Book? -- Where Does Our Interest Come From? -- Why Us? -- Organization of the Book -- Acknowledgments -- Contents -- Chapter 1: Different Paradigms of Decision-Making -- 1.1 Vision-Based Decision-Making -- 1.2 Rule-Based Decision-Making -- References -- Chapter 2: About the Role of Intuition -- 2.1 Background -- 2.2 Examples Where Intuition Fails -- 2.3 How About Using Both Intuition and Analytic Thinking -- Appendix: Misleading Intuition -- References -- Chapter 3: Towards Analytic Decision-Making -- 3.1 Background -- 3.2 Fundamental Concepts -- 3.3 Wise Decisions -- 3.4 Dangers of Oversimplification -- 3.5 Wrapping up -- References -- Chapter 4: How Do Humans Make Choices? -- 4.1 Satisficers -- 4.2 Lexicographic Model -- 4.3 Compensatory Models -- 4.4 Elimination by Aspects -- 4.5 Prospect Theory or the Reference-Dependent Model -- 4.6 Evidence for Prospect Theory or the Riskless Version -- Appendix: More Details on Prospect Theory -- Where We Have Used Prospect Theory -- References -- Chapter 5: Beware of Decision Traps: The World of Certainty -- 5.1 Hearing What You Want to Hear -- 5.2 Too Much Simplification -- 5.3 Context Matters -- 5.4 Anchoring -- 5.5 Not Admitting Past Mistakes -- 5.6 Lives Saved or Lives Lost -- 5.7 Hubris -- References -- Chapter 6: Beware of Decision Traps: The World of Uncertainty -- 6.1 We Think We Know More Than We Actually Do -- 6.2 Memory Plays Tricks -- 6.3 Rare Is Rare -- 6.4 O. J. Simpson Trial -- Appendix: Probability Calculations -- References -- Chapter 7: The Devil Is in the Details -- 7.1 Alternatives -- 7.1.1 Known Alternatives and Decision Variables -- 7.1.2 Alternatives Emerging Over Time -- 7.1.3 Not Realizing Viable Alternatives -- 7.1.4 Too Many Alternatives -- 7.2 Criteria -- 7.2.1 One vs. Multiple Criteria -- 7.2.2 Criteria vs. Goals and Objectives 7.2.3 Attributes and Indicators -- 7.2.4 Qualitative vs. Quantitative Criteria -- 7.2.5 Structure of Criteria and Their Possible Dependence -- 7.2.6 Known vs. Unknown Criteria -- 7.2.7 Certainty vs. Uncertainty in the Criterion Values -- 7.3 Dominance -- 7.4 Value (or Utility) -- 7.5 Number of Decision-Makers -- 7.6 Design Problems -- 7.7 Why Are Some Choices Difficult? -- 7.8 What are Better Decisions in an MCDM Context? -- Appendix: Car Accident and Production Planning -- References -- Chapter 8: A Picture Is Worth a Thousand Words -- 8.1 Visual Representation of Numerical Data -- 8.1.1 Bar Charts, Line Graphs, and Scatter Plots -- 8.1.2 Visualization of Multivariate Data: More Advanced Techniques -- 8.2 Lying with Graphs -- 8.3 Visualization in Multiple Criteria Decision Support Systems -- 8.3.1 Snapshots of a Single Alternative -- 8.3.2 Illustrating a Set of Alternatives/Solutions -- 8.4 Why Visualization? -- Appendix: Andrews Curves -- References -- Chapter 9: Choosing Among Known Alternatives -- 9.1 Benjamin Franklin's Approach -- 9.2 Even Swaps -- 9.3 Weighted Sums -- 9.3.1 Weights and Scales -- 9.4 Beware of Joint Effects of Similar Criteria -- 9.5 Do Not Accidentally Eliminate the Best Alternative! -- 9.6 The Analytic Hierarchy Process -- 9.6.1 Formulating a Marketing Strategy for a Small IT Company -- 9.7 Visual Interactive Method for Discrete Alternatives (VIMDA) -- References -- Chapter 10: Designing Potential Solutions -- 10.1 Feasible Set and Nondominated Set for the Design Problem -- 10.2 Goal Programming -- 10.3 Appendix: Illustrating the Decision and Criterion Spaces -- References -- Chapter 11: Solving Design Problems -- 11.1 Weighted Sums -- 11.2 Reference Point Method -- 11.3 Reference Direction Approach -- 11.4 Pareto Race -- 11.5 A Challenging Nonconvex Feasible Region -- 11.6 Estimating Weights from Pairwise Comparisons References -- Chapter 12: Need for Decision Support Systems -- 12.1 Harmonious Houses -- 12.2 VIMDA -- 12.3 VIG (Pareto Race) -- 12.4 Production Planning with VIG (Pareto Race) -- 12.5 A Digression: How Much Support Is Desirable? -- References -- Chapter 13: Use Scenarios Instead of a Crystal Ball -- 13.1 What Is Scenario Analysis? -- 13.2 Using Scenario Analysis for Financial Institutions -- 13.2.1 Capital and Analysis Review by the Federal Reserve -- 13.2.2 Other Applications -- 13.3 Multiple Criteria Decision Making with Scenarios -- 13.4 Appendix: A MOLP Formulation for Investment Planning -- References -- Chapter 14: Making Operations More Efficient -- 14.1 Data Envelopment Analysis -- 14.2 How to Measure Efficiency? -- 14.3 Value Efficiency -- 14.3.1 Additional Details of Value Efficiency Analysis -- References -- Chapter 15: Real-World Problems -- 15.1 Pricing Alcoholic Beverages -- 15.2 Emergency Management -- 15.3 Cost Efficiency of Finnish Electricity Distributors -- 15.4 Value Efficiency Analysis -- 15.4.1 Case 1: Hypermarkets -- 15.4.2 Case 2: Academic Research -- 15.4.3 Case 3: Parishes -- 15.4.4 Case 4: Bank Branch Efficiency -- References -- Chapter 16: Negotiating a Deal -- 16.1 Win-Lose Negotiations -- 16.2 Win-Win Negotiations -- 16.3 Pre-Negotiations Are Useful -- 16.4 Real-World Examples -- 16.4.1 To What Extent Should Energy Be Taxed? -- 16.4.2 Should Banks and Insurance Companies Merge? -- References -- Chapter 17: In Conclusion -- 17.1 Realize That Intuition May Fail You -- 17.2 If Possible, Complement Your Intuition with Some Analysis -- 17.3 Be Aware of Common Decision Traps -- 17.4 Humans Focus on Differences -- 17.5 Think Hard About All Possible Decision Alternatives -- 17.6 Think Whether You Are 'Optimizer' or 'Satisficer' -- 17.7 Be Transparent About the Criteria 17.8 Identify Dominated Decision Alternatives and Eliminate Them -- 17.9 Think How You Want to Express Your Preferences -- 17.10 Think About Ways to Visualize Decision Alternatives -- 17.11 Improving Efficiency of Operations -- 17.12 Use Scenarios When Facing Uncertainty -- 17.13 Figure Out What You Want and What the Other Party Wants -- Author Index -- Subject Index |
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| dewey-full | 658.403 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.403 |
| dewey-search | 658.403 |
| dewey-sort | 3658.403 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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-- Where Does Our Interest Come From? -- Why Us? -- Organization of the Book -- Acknowledgments -- Contents -- Chapter 1: Different Paradigms of Decision-Making -- 1.1 Vision-Based Decision-Making -- 1.2 Rule-Based Decision-Making -- References -- Chapter 2: About the Role of Intuition -- 2.1 Background -- 2.2 Examples Where Intuition Fails -- 2.3 How About Using Both Intuition and Analytic Thinking -- Appendix: Misleading Intuition -- References -- Chapter 3: Towards Analytic Decision-Making -- 3.1 Background -- 3.2 Fundamental Concepts -- 3.3 Wise Decisions -- 3.4 Dangers of Oversimplification -- 3.5 Wrapping up -- References -- Chapter 4: How Do Humans Make Choices? -- 4.1 Satisficers -- 4.2 Lexicographic Model -- 4.3 Compensatory Models -- 4.4 Elimination by Aspects -- 4.5 Prospect Theory or the Reference-Dependent Model -- 4.6 Evidence for Prospect Theory or the Riskless Version -- Appendix: More Details on Prospect Theory -- Where We Have Used Prospect Theory -- References -- Chapter 5: Beware of Decision Traps: The World of Certainty -- 5.1 Hearing What You Want to Hear -- 5.2 Too Much Simplification -- 5.3 Context Matters -- 5.4 Anchoring -- 5.5 Not Admitting Past Mistakes -- 5.6 Lives Saved or Lives Lost -- 5.7 Hubris -- References -- Chapter 6: Beware of Decision Traps: The World of Uncertainty -- 6.1 We Think We Know More Than We Actually Do -- 6.2 Memory Plays Tricks -- 6.3 Rare Is Rare -- 6.4 O. J. Simpson Trial -- Appendix: Probability Calculations -- References -- Chapter 7: The Devil Is in the Details -- 7.1 Alternatives -- 7.1.1 Known Alternatives and Decision Variables -- 7.1.2 Alternatives Emerging Over Time -- 7.1.3 Not Realizing Viable Alternatives -- 7.1.4 Too Many Alternatives -- 7.2 Criteria -- 7.2.1 One vs. Multiple Criteria -- 7.2.2 Criteria vs. Goals and Objectives</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">7.2.3 Attributes and Indicators -- 7.2.4 Qualitative vs. Quantitative Criteria -- 7.2.5 Structure of Criteria and Their Possible Dependence -- 7.2.6 Known vs. Unknown Criteria -- 7.2.7 Certainty vs. Uncertainty in the Criterion Values -- 7.3 Dominance -- 7.4 Value (or Utility) -- 7.5 Number of Decision-Makers -- 7.6 Design Problems -- 7.7 Why Are Some Choices Difficult? -- 7.8 What are Better Decisions in an MCDM Context? -- Appendix: Car Accident and Production Planning -- References -- Chapter 8: A Picture Is Worth a Thousand Words -- 8.1 Visual Representation of Numerical Data -- 8.1.1 Bar Charts, Line Graphs, and Scatter Plots -- 8.1.2 Visualization of Multivariate Data: More Advanced Techniques -- 8.2 Lying with Graphs -- 8.3 Visualization in Multiple Criteria Decision Support Systems -- 8.3.1 Snapshots of a Single Alternative -- 8.3.2 Illustrating a Set of Alternatives/Solutions -- 8.4 Why Visualization? -- Appendix: Andrews Curves -- References -- Chapter 9: Choosing Among Known Alternatives -- 9.1 Benjamin Franklin's Approach -- 9.2 Even Swaps -- 9.3 Weighted Sums -- 9.3.1 Weights and Scales -- 9.4 Beware of Joint Effects of Similar Criteria -- 9.5 Do Not Accidentally Eliminate the Best Alternative! -- 9.6 The Analytic Hierarchy Process -- 9.6.1 Formulating a Marketing Strategy for a Small IT Company -- 9.7 Visual Interactive Method for Discrete Alternatives (VIMDA) -- References -- Chapter 10: Designing Potential Solutions -- 10.1 Feasible Set and Nondominated Set for the Design Problem -- 10.2 Goal Programming -- 10.3 Appendix: Illustrating the Decision and Criterion Spaces -- References -- Chapter 11: Solving Design Problems -- 11.1 Weighted Sums -- 11.2 Reference Point Method -- 11.3 Reference Direction Approach -- 11.4 Pareto Race -- 11.5 A Challenging Nonconvex Feasible Region -- 11.6 Estimating Weights from Pairwise Comparisons</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">References -- Chapter 12: Need for Decision Support Systems -- 12.1 Harmonious Houses -- 12.2 VIMDA -- 12.3 VIG (Pareto Race) -- 12.4 Production Planning with VIG (Pareto Race) -- 12.5 A Digression: How Much Support Is Desirable? -- References -- Chapter 13: Use Scenarios Instead of a Crystal Ball -- 13.1 What Is Scenario Analysis? -- 13.2 Using Scenario Analysis for Financial Institutions -- 13.2.1 Capital and Analysis Review by the Federal Reserve -- 13.2.2 Other Applications -- 13.3 Multiple Criteria Decision Making with Scenarios -- 13.4 Appendix: A MOLP Formulation for Investment Planning -- References -- Chapter 14: Making Operations More Efficient -- 14.1 Data Envelopment Analysis -- 14.2 How to Measure Efficiency? -- 14.3 Value Efficiency -- 14.3.1 Additional Details of Value Efficiency Analysis -- References -- Chapter 15: Real-World Problems -- 15.1 Pricing Alcoholic Beverages -- 15.2 Emergency Management -- 15.3 Cost Efficiency of Finnish Electricity Distributors -- 15.4 Value Efficiency Analysis -- 15.4.1 Case 1: Hypermarkets -- 15.4.2 Case 2: Academic Research -- 15.4.3 Case 3: Parishes -- 15.4.4 Case 4: Bank Branch Efficiency -- References -- Chapter 16: Negotiating a Deal -- 16.1 Win-Lose Negotiations -- 16.2 Win-Win Negotiations -- 16.3 Pre-Negotiations Are Useful -- 16.4 Real-World Examples -- 16.4.1 To What Extent Should Energy Be Taxed? -- 16.4.2 Should Banks and Insurance Companies Merge? -- References -- Chapter 17: In Conclusion -- 17.1 Realize That Intuition May Fail You -- 17.2 If Possible, Complement Your Intuition with Some Analysis -- 17.3 Be Aware of Common Decision Traps -- 17.4 Humans Focus on Differences -- 17.5 Think Hard About All Possible Decision Alternatives -- 17.6 Think Whether You Are 'Optimizer' or 'Satisficer' -- 17.7 Be Transparent About the Criteria</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">17.8 Identify Dominated Decision Alternatives and Eliminate Them -- 17.9 Think How You Want to Express Your Preferences -- 17.10 Think About Ways to Visualize Decision Alternatives -- 17.11 Improving Efficiency of Operations -- 17.12 Use Scenarios When Facing Uncertainty -- 17.13 Figure Out What You Want and What the Other Party Wants -- Author Index -- Subject Index</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Management science..</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Decision making..</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Operations research</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Entscheidung bei mehrfacher Zielsetzung</subfield><subfield code="0">(DE-588)4113444-8</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Operations Research</subfield><subfield code="0">(DE-588)4043586-6</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Multikriteria-Entscheidung</subfield><subfield code="0">(DE-588)4126083-1</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Entscheidung bei mehrfacher Zielsetzung</subfield><subfield code="0">(DE-588)4113444-8</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="1"><subfield code="a">Multikriteria-Entscheidung</subfield><subfield code="0">(DE-588)4126083-1</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2="2"><subfield code="a">Operations Research</subfield><subfield code="0">(DE-588)4043586-6</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Wallenius, Jyrki</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Korhonen, Pekka J.</subfield><subfield code="t">Making Better Decisions</subfield><subfield code="d">Cham : Springer International Publishing AG,c2020</subfield><subfield code="z">9783030494575</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-033603913</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6310325</subfield><subfield code="l">HWR01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV048223180 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:27Z |
| institution | BVB |
| isbn | 9783030494599 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033603913 |
| oclc_num | 1187220530 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (176 pages) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | International Series in Operations Research and Management Science Ser. |
| spelling | Korhonen, Pekka J. Verfasser aut Making Better Decisions Balancing Conflicting Criteria Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (176 pages) txt rdacontent c rdamedia cr rdacarrier International Series in Operations Research and Management Science Ser. v.294 Description based on publisher supplied metadata and other sources Intro -- Preface -- Why This Book? -- Where Does Our Interest Come From? -- Why Us? -- Organization of the Book -- Acknowledgments -- Contents -- Chapter 1: Different Paradigms of Decision-Making -- 1.1 Vision-Based Decision-Making -- 1.2 Rule-Based Decision-Making -- References -- Chapter 2: About the Role of Intuition -- 2.1 Background -- 2.2 Examples Where Intuition Fails -- 2.3 How About Using Both Intuition and Analytic Thinking -- Appendix: Misleading Intuition -- References -- Chapter 3: Towards Analytic Decision-Making -- 3.1 Background -- 3.2 Fundamental Concepts -- 3.3 Wise Decisions -- 3.4 Dangers of Oversimplification -- 3.5 Wrapping up -- References -- Chapter 4: How Do Humans Make Choices? -- 4.1 Satisficers -- 4.2 Lexicographic Model -- 4.3 Compensatory Models -- 4.4 Elimination by Aspects -- 4.5 Prospect Theory or the Reference-Dependent Model -- 4.6 Evidence for Prospect Theory or the Riskless Version -- Appendix: More Details on Prospect Theory -- Where We Have Used Prospect Theory -- References -- Chapter 5: Beware of Decision Traps: The World of Certainty -- 5.1 Hearing What You Want to Hear -- 5.2 Too Much Simplification -- 5.3 Context Matters -- 5.4 Anchoring -- 5.5 Not Admitting Past Mistakes -- 5.6 Lives Saved or Lives Lost -- 5.7 Hubris -- References -- Chapter 6: Beware of Decision Traps: The World of Uncertainty -- 6.1 We Think We Know More Than We Actually Do -- 6.2 Memory Plays Tricks -- 6.3 Rare Is Rare -- 6.4 O. J. Simpson Trial -- Appendix: Probability Calculations -- References -- Chapter 7: The Devil Is in the Details -- 7.1 Alternatives -- 7.1.1 Known Alternatives and Decision Variables -- 7.1.2 Alternatives Emerging Over Time -- 7.1.3 Not Realizing Viable Alternatives -- 7.1.4 Too Many Alternatives -- 7.2 Criteria -- 7.2.1 One vs. Multiple Criteria -- 7.2.2 Criteria vs. Goals and Objectives 7.2.3 Attributes and Indicators -- 7.2.4 Qualitative vs. Quantitative Criteria -- 7.2.5 Structure of Criteria and Their Possible Dependence -- 7.2.6 Known vs. Unknown Criteria -- 7.2.7 Certainty vs. Uncertainty in the Criterion Values -- 7.3 Dominance -- 7.4 Value (or Utility) -- 7.5 Number of Decision-Makers -- 7.6 Design Problems -- 7.7 Why Are Some Choices Difficult? -- 7.8 What are Better Decisions in an MCDM Context? -- Appendix: Car Accident and Production Planning -- References -- Chapter 8: A Picture Is Worth a Thousand Words -- 8.1 Visual Representation of Numerical Data -- 8.1.1 Bar Charts, Line Graphs, and Scatter Plots -- 8.1.2 Visualization of Multivariate Data: More Advanced Techniques -- 8.2 Lying with Graphs -- 8.3 Visualization in Multiple Criteria Decision Support Systems -- 8.3.1 Snapshots of a Single Alternative -- 8.3.2 Illustrating a Set of Alternatives/Solutions -- 8.4 Why Visualization? -- Appendix: Andrews Curves -- References -- Chapter 9: Choosing Among Known Alternatives -- 9.1 Benjamin Franklin's Approach -- 9.2 Even Swaps -- 9.3 Weighted Sums -- 9.3.1 Weights and Scales -- 9.4 Beware of Joint Effects of Similar Criteria -- 9.5 Do Not Accidentally Eliminate the Best Alternative! -- 9.6 The Analytic Hierarchy Process -- 9.6.1 Formulating a Marketing Strategy for a Small IT Company -- 9.7 Visual Interactive Method for Discrete Alternatives (VIMDA) -- References -- Chapter 10: Designing Potential Solutions -- 10.1 Feasible Set and Nondominated Set for the Design Problem -- 10.2 Goal Programming -- 10.3 Appendix: Illustrating the Decision and Criterion Spaces -- References -- Chapter 11: Solving Design Problems -- 11.1 Weighted Sums -- 11.2 Reference Point Method -- 11.3 Reference Direction Approach -- 11.4 Pareto Race -- 11.5 A Challenging Nonconvex Feasible Region -- 11.6 Estimating Weights from Pairwise Comparisons References -- Chapter 12: Need for Decision Support Systems -- 12.1 Harmonious Houses -- 12.2 VIMDA -- 12.3 VIG (Pareto Race) -- 12.4 Production Planning with VIG (Pareto Race) -- 12.5 A Digression: How Much Support Is Desirable? -- References -- Chapter 13: Use Scenarios Instead of a Crystal Ball -- 13.1 What Is Scenario Analysis? -- 13.2 Using Scenario Analysis for Financial Institutions -- 13.2.1 Capital and Analysis Review by the Federal Reserve -- 13.2.2 Other Applications -- 13.3 Multiple Criteria Decision Making with Scenarios -- 13.4 Appendix: A MOLP Formulation for Investment Planning -- References -- Chapter 14: Making Operations More Efficient -- 14.1 Data Envelopment Analysis -- 14.2 How to Measure Efficiency? -- 14.3 Value Efficiency -- 14.3.1 Additional Details of Value Efficiency Analysis -- References -- Chapter 15: Real-World Problems -- 15.1 Pricing Alcoholic Beverages -- 15.2 Emergency Management -- 15.3 Cost Efficiency of Finnish Electricity Distributors -- 15.4 Value Efficiency Analysis -- 15.4.1 Case 1: Hypermarkets -- 15.4.2 Case 2: Academic Research -- 15.4.3 Case 3: Parishes -- 15.4.4 Case 4: Bank Branch Efficiency -- References -- Chapter 16: Negotiating a Deal -- 16.1 Win-Lose Negotiations -- 16.2 Win-Win Negotiations -- 16.3 Pre-Negotiations Are Useful -- 16.4 Real-World Examples -- 16.4.1 To What Extent Should Energy Be Taxed? -- 16.4.2 Should Banks and Insurance Companies Merge? -- References -- Chapter 17: In Conclusion -- 17.1 Realize That Intuition May Fail You -- 17.2 If Possible, Complement Your Intuition with Some Analysis -- 17.3 Be Aware of Common Decision Traps -- 17.4 Humans Focus on Differences -- 17.5 Think Hard About All Possible Decision Alternatives -- 17.6 Think Whether You Are 'Optimizer' or 'Satisficer' -- 17.7 Be Transparent About the Criteria 17.8 Identify Dominated Decision Alternatives and Eliminate Them -- 17.9 Think How You Want to Express Your Preferences -- 17.10 Think About Ways to Visualize Decision Alternatives -- 17.11 Improving Efficiency of Operations -- 17.12 Use Scenarios When Facing Uncertainty -- 17.13 Figure Out What You Want and What the Other Party Wants -- Author Index -- Subject Index Management science.. Decision making.. Operations research Entscheidung bei mehrfacher Zielsetzung (DE-588)4113444-8 gnd rswk-swf Operations Research (DE-588)4043586-6 gnd rswk-swf Multikriteria-Entscheidung (DE-588)4126083-1 gnd rswk-swf Entscheidung bei mehrfacher Zielsetzung (DE-588)4113444-8 s Multikriteria-Entscheidung (DE-588)4126083-1 s Operations Research (DE-588)4043586-6 s DE-604 Wallenius, Jyrki Sonstige oth Erscheint auch als Druck-Ausgabe Korhonen, Pekka J. Making Better Decisions Cham : Springer International Publishing AG,c2020 9783030494575 |
| spellingShingle | Korhonen, Pekka J. Making Better Decisions Balancing Conflicting Criteria Intro -- Preface -- Why This Book? -- Where Does Our Interest Come From? -- Why Us? -- Organization of the Book -- Acknowledgments -- Contents -- Chapter 1: Different Paradigms of Decision-Making -- 1.1 Vision-Based Decision-Making -- 1.2 Rule-Based Decision-Making -- References -- Chapter 2: About the Role of Intuition -- 2.1 Background -- 2.2 Examples Where Intuition Fails -- 2.3 How About Using Both Intuition and Analytic Thinking -- Appendix: Misleading Intuition -- References -- Chapter 3: Towards Analytic Decision-Making -- 3.1 Background -- 3.2 Fundamental Concepts -- 3.3 Wise Decisions -- 3.4 Dangers of Oversimplification -- 3.5 Wrapping up -- References -- Chapter 4: How Do Humans Make Choices? -- 4.1 Satisficers -- 4.2 Lexicographic Model -- 4.3 Compensatory Models -- 4.4 Elimination by Aspects -- 4.5 Prospect Theory or the Reference-Dependent Model -- 4.6 Evidence for Prospect Theory or the Riskless Version -- Appendix: More Details on Prospect Theory -- Where We Have Used Prospect Theory -- References -- Chapter 5: Beware of Decision Traps: The World of Certainty -- 5.1 Hearing What You Want to Hear -- 5.2 Too Much Simplification -- 5.3 Context Matters -- 5.4 Anchoring -- 5.5 Not Admitting Past Mistakes -- 5.6 Lives Saved or Lives Lost -- 5.7 Hubris -- References -- Chapter 6: Beware of Decision Traps: The World of Uncertainty -- 6.1 We Think We Know More Than We Actually Do -- 6.2 Memory Plays Tricks -- 6.3 Rare Is Rare -- 6.4 O. J. Simpson Trial -- Appendix: Probability Calculations -- References -- Chapter 7: The Devil Is in the Details -- 7.1 Alternatives -- 7.1.1 Known Alternatives and Decision Variables -- 7.1.2 Alternatives Emerging Over Time -- 7.1.3 Not Realizing Viable Alternatives -- 7.1.4 Too Many Alternatives -- 7.2 Criteria -- 7.2.1 One vs. Multiple Criteria -- 7.2.2 Criteria vs. Goals and Objectives 7.2.3 Attributes and Indicators -- 7.2.4 Qualitative vs. Quantitative Criteria -- 7.2.5 Structure of Criteria and Their Possible Dependence -- 7.2.6 Known vs. Unknown Criteria -- 7.2.7 Certainty vs. Uncertainty in the Criterion Values -- 7.3 Dominance -- 7.4 Value (or Utility) -- 7.5 Number of Decision-Makers -- 7.6 Design Problems -- 7.7 Why Are Some Choices Difficult? -- 7.8 What are Better Decisions in an MCDM Context? -- Appendix: Car Accident and Production Planning -- References -- Chapter 8: A Picture Is Worth a Thousand Words -- 8.1 Visual Representation of Numerical Data -- 8.1.1 Bar Charts, Line Graphs, and Scatter Plots -- 8.1.2 Visualization of Multivariate Data: More Advanced Techniques -- 8.2 Lying with Graphs -- 8.3 Visualization in Multiple Criteria Decision Support Systems -- 8.3.1 Snapshots of a Single Alternative -- 8.3.2 Illustrating a Set of Alternatives/Solutions -- 8.4 Why Visualization? -- Appendix: Andrews Curves -- References -- Chapter 9: Choosing Among Known Alternatives -- 9.1 Benjamin Franklin's Approach -- 9.2 Even Swaps -- 9.3 Weighted Sums -- 9.3.1 Weights and Scales -- 9.4 Beware of Joint Effects of Similar Criteria -- 9.5 Do Not Accidentally Eliminate the Best Alternative! -- 9.6 The Analytic Hierarchy Process -- 9.6.1 Formulating a Marketing Strategy for a Small IT Company -- 9.7 Visual Interactive Method for Discrete Alternatives (VIMDA) -- References -- Chapter 10: Designing Potential Solutions -- 10.1 Feasible Set and Nondominated Set for the Design Problem -- 10.2 Goal Programming -- 10.3 Appendix: Illustrating the Decision and Criterion Spaces -- References -- Chapter 11: Solving Design Problems -- 11.1 Weighted Sums -- 11.2 Reference Point Method -- 11.3 Reference Direction Approach -- 11.4 Pareto Race -- 11.5 A Challenging Nonconvex Feasible Region -- 11.6 Estimating Weights from Pairwise Comparisons References -- Chapter 12: Need for Decision Support Systems -- 12.1 Harmonious Houses -- 12.2 VIMDA -- 12.3 VIG (Pareto Race) -- 12.4 Production Planning with VIG (Pareto Race) -- 12.5 A Digression: How Much Support Is Desirable? -- References -- Chapter 13: Use Scenarios Instead of a Crystal Ball -- 13.1 What Is Scenario Analysis? -- 13.2 Using Scenario Analysis for Financial Institutions -- 13.2.1 Capital and Analysis Review by the Federal Reserve -- 13.2.2 Other Applications -- 13.3 Multiple Criteria Decision Making with Scenarios -- 13.4 Appendix: A MOLP Formulation for Investment Planning -- References -- Chapter 14: Making Operations More Efficient -- 14.1 Data Envelopment Analysis -- 14.2 How to Measure Efficiency? -- 14.3 Value Efficiency -- 14.3.1 Additional Details of Value Efficiency Analysis -- References -- Chapter 15: Real-World Problems -- 15.1 Pricing Alcoholic Beverages -- 15.2 Emergency Management -- 15.3 Cost Efficiency of Finnish Electricity Distributors -- 15.4 Value Efficiency Analysis -- 15.4.1 Case 1: Hypermarkets -- 15.4.2 Case 2: Academic Research -- 15.4.3 Case 3: Parishes -- 15.4.4 Case 4: Bank Branch Efficiency -- References -- Chapter 16: Negotiating a Deal -- 16.1 Win-Lose Negotiations -- 16.2 Win-Win Negotiations -- 16.3 Pre-Negotiations Are Useful -- 16.4 Real-World Examples -- 16.4.1 To What Extent Should Energy Be Taxed? -- 16.4.2 Should Banks and Insurance Companies Merge? -- References -- Chapter 17: In Conclusion -- 17.1 Realize That Intuition May Fail You -- 17.2 If Possible, Complement Your Intuition with Some Analysis -- 17.3 Be Aware of Common Decision Traps -- 17.4 Humans Focus on Differences -- 17.5 Think Hard About All Possible Decision Alternatives -- 17.6 Think Whether You Are 'Optimizer' or 'Satisficer' -- 17.7 Be Transparent About the Criteria 17.8 Identify Dominated Decision Alternatives and Eliminate Them -- 17.9 Think How You Want to Express Your Preferences -- 17.10 Think About Ways to Visualize Decision Alternatives -- 17.11 Improving Efficiency of Operations -- 17.12 Use Scenarios When Facing Uncertainty -- 17.13 Figure Out What You Want and What the Other Party Wants -- Author Index -- Subject Index Management science.. Decision making.. Operations research Entscheidung bei mehrfacher Zielsetzung (DE-588)4113444-8 gnd Operations Research (DE-588)4043586-6 gnd Multikriteria-Entscheidung (DE-588)4126083-1 gnd |
| subject_GND | (DE-588)4113444-8 (DE-588)4043586-6 (DE-588)4126083-1 |
| title | Making Better Decisions Balancing Conflicting Criteria |
| title_auth | Making Better Decisions Balancing Conflicting Criteria |
| title_exact_search | Making Better Decisions Balancing Conflicting Criteria |
| title_exact_search_txtP | Making Better Decisions Balancing Conflicting Criteria |
| title_full | Making Better Decisions Balancing Conflicting Criteria |
| title_fullStr | Making Better Decisions Balancing Conflicting Criteria |
| title_full_unstemmed | Making Better Decisions Balancing Conflicting Criteria |
| title_short | Making Better Decisions |
| title_sort | making better decisions balancing conflicting criteria |
| title_sub | Balancing Conflicting Criteria |
| topic | Management science.. Decision making.. Operations research Entscheidung bei mehrfacher Zielsetzung (DE-588)4113444-8 gnd Operations Research (DE-588)4043586-6 gnd Multikriteria-Entscheidung (DE-588)4126083-1 gnd |
| topic_facet | Management science.. Decision making.. Operations research Entscheidung bei mehrfacher Zielsetzung Operations Research Multikriteria-Entscheidung |
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