By Denis Bouyssou, Thierry Marchant, Marc Pirlot, Alexis Tsoukias, Philippe Vincke
Formal selection and evaluate versions are so frequent that nearly not anyone can fake to not have used or suffered the results of 1 of them. This e-book is a advisor geared toward supporting the analyst to settle on a version and use it constantly. a valid research of options is proposed and the presentation may be prolonged to so much selection and overview types as a "decision assisting methodology".
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Extra resources for Evaluation and Decision Models with Multiple Criteria: Stepping stones for the analyst (International Series in Operations Research & Management Science)
4, we focus on the construction of such cognitive artefacts. 4. A final section concludes showing the research directions opened by such an approach. 1 Decision Aiding Approaches In order to help someone to "make" a decision we normally elaborate preferences. "Preferences are rational desires" (Aristotle, 1990). Practically what we usually know is what a decision maker or a client desires. Where does rationality come from? Suppose a client faces a health problem. He has a set of more or less sure diagnoses and a number of possible treatments of more or less uncertain results.
A,, is computed as a sum of partial value functions ui(ai) that only depend on the evaluation of a on dimension i. e, the preferences induced by the global one on the scales associated with the various dimensions. Marginal preferences are the building blocks that can be combined to give the global preference. In other words, the analysis of the model suggests ways of eliciting the preference by asking well-chosen questions to the decision maker and these questions rely on marginal preferences in an essential way.
With this term, we will indicate the activities of an individual who develops some information in order t o establish a "decision" t o carry on within a decision process. In such a setting, decision theory is directly used by the decision maker. There is no distinction between an analyst and a client. The decision maker is a t the same time someone looking for support in his decision process and someone endowed with the appropriate knowledge t o give himself this support. If there is an analyst, his presence is justified either because he acts as a tutor or because he is a "clone" of the decision maker (somebody who represents the decision maker, but who shares the same information, knowledge and values).