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Value-Focused Brainstorming

Author:

Ralph L. KeeneyAuthors Info & Claims

Decision Analysis, Volume 9, Issue 4

Pages 303 - 313

https://doi.org/10.1287/deca.1120.0251

Published: 01 December 2012 Publication History

Abstract

Brainstorming can be a useful technique to create alternatives for complex decisions. To enhance the quality and innovativeness of the created alternatives, value-focused brainstorming incorporates two features of value-focused thinking into the traditional brainstorming procedures. First, it explicitly identifies the valued aspects of potential alternatives, specified as distinct objectives, to guide brainstormers to create alternatives of greater value. Second, all participants in a brainstorm individually create alternatives prior to any anchoring on group discussions, which will enhance getting the full range of each individual's thoughts articulated. Concepts and procedures of the approach are discussed. A public policy application, done to address recommendations following the World Trade Center disaster, illustrates the approach by creating alternatives to improve emergency evacuation of individuals from large buildings.

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Cited By

Silver S(2021)Dynamics of Negative Evaluations in the Information Exchange of Interactive Decision-Making Teams: Advancing the Design of Technology-Augmented GDSSInformation Systems Frontiers10.1007/s10796-020-10063-y23:6(1621-1642)Online publication date: 1-Dec-2021
https://dl.acm.org/doi/10.1007/s10796-020-10063-y
Siebert J(2016)Can Novices Create Alternatives of the Same Quality as Experts?Decision Analysis10.1287/deca.2016.033913:4(278-291)Online publication date: 1-Dec-2016
https://dl.acm.org/doi/10.1287/deca.2016.0339
Siebert JKeeney R(2015)Creating More and Better Alternatives for Decisions Using ObjectivesOperations Research10.5555/3215594.321560563:5(1144-1158)Online publication date: 1-Oct-2015
https://dl.acm.org/doi/10.5555/3215594.3215605
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Information & Contributors

Information

Published In

cover image Decision Analysis

Decision Analysis Volume 9, Issue 4

12 2012

86 pages

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Publisher

INFORMS

Linthicum, MD, United States

Publication History

Published: 01 December 2012

Accepted: 28 July 2012

Received: 01 June 2012

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Cited By

Silver S(2021)Dynamics of Negative Evaluations in the Information Exchange of Interactive Decision-Making Teams: Advancing the Design of Technology-Augmented GDSSInformation Systems Frontiers10.1007/s10796-020-10063-y23:6(1621-1642)Online publication date: 1-Dec-2021
https://dl.acm.org/doi/10.1007/s10796-020-10063-y
Siebert J(2016)Can Novices Create Alternatives of the Same Quality as Experts?Decision Analysis10.1287/deca.2016.033913:4(278-291)Online publication date: 1-Dec-2016
https://dl.acm.org/doi/10.1287/deca.2016.0339
Siebert JKeeney R(2015)Creating More and Better Alternatives for Decisions Using ObjectivesOperations Research10.5555/3215594.321560563:5(1144-1158)Online publication date: 1-Oct-2015
https://dl.acm.org/doi/10.5555/3215594.3215605
(2014)Decision Performance and Safety PerformanceDecision Analysis10.1287/deca.2014.029111:2(105-116)Online publication date: 1-Jun-2014
https://dl.acm.org/doi/10.1287/deca.2014.0291
Keller LAbbas ABickel JBier VBudescu DButler JDiecidue EDillon-Merrill RHämäläinen RLichtendahl KMerrick JSimon JWu G(2012)From the Editors---Brainstorming, Multiplicative Utilities, Partial Information on Probabilities or Outcomes, and Regulatory FocusDecision Analysis10.1287/deca.1120.02559:4(297-302)Online publication date: 1-Dec-2012
https://dl.acm.org/doi/10.1287/deca.1120.0255

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