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View all- (2018)Collaborative Decision MakingDecision Analysis10.1287/deca.2014.030712:1(29-45)Online publication date: 24-Dec-2018
The Unifying Vision Process: Value beyond Traditional Decision Analysis in Multiple-Decision-Maker Environments
Abstract
<P>A new process for the application of decision analysis and other analytical methodologies, called the unifying vision process, can be very valuable in multiple-decision-maker environments. This process is valuable because it removes constraints on the analysis and increases the likelihood that the recommendations will be implemented. Its value is the consequence of establishing a unified vision or "sense of how the world works" among the multiple decision makers. The unified vision is not a compromise but a new, superordinate vision that encompasses the visions initially held by all of the decision makers. The establishment of a unified vision is enabled by the learning that occurs throughout the process.</P>
References
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Howard, R. A. 1968, "The foundations of decision analysis," IEEE Transactions on Systems Science and Cybernetics, Vol. SCC-4, No. 3, pp. 1-9.
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Howard, R. A. 1980, "An assessment of decision analysis," Operations Research, Vol. 28, No. 1, reprinted in Readings on the Principles and Applications of Decision Analysis, Strategic Decisions Group, 1983, pp. 179-202.
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Kahneman, D. and Tversky, A. 1979, "Prospect theory: An analysis of decision under risk," Econometrica, Vol. 47, No. 2, pp. 263-291.
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Sowell, T. 1987, A Conflict of Visions, William Morrow, New York.
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Tversky, A. and Kahneman, D. 1981, "The framing of decisions and the psychology of choice," Science, Vol. 211, pp. 453-458.
- The Unifying Vision Process: Value beyond Traditional Decision Analysis in Multiple-Decision-Maker Environments
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Linthicum, MD, United States
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Published: 01 December 1992
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View all- (2018)Collaborative Decision MakingDecision Analysis10.1287/deca.2014.030712:1(29-45)Online publication date: 24-Dec-2018