A632.3.3.RB - Framing Complex Decisions

With so many decisions that arise in an organization, a systematic and careful approach may facilitate the entire decision making process. Of course not all decisions are presented equally; decisions may be categorized as a complex, multiple stakeholder, or environmental decision type. It is important to comprehend the changes in decision making processes over time, as well as, the causes of these changes before considering a different approach.
Technological advances in our society require a different approach to complex decision processes. The capability of collecting data has increased exponentially; arguably more than the advances in decision making processes. For a set of data to be exploited, it must be in a standardized format that can be analyzed. Advanced models have the potential to take an enormous amount of data and transform it to a visual decision support system. These models are capable of using data mining procedures to find “complex patterns or abstractions” and illustrate “clustering or classification results visually” (Sacha, Stoffel, Stoffel, Kwon, Ellis, & Keim, 2014). It is critical to ensure the accuracy and relevancy of data for a model to accurately display a relationship. Sacha et al. (2014) further discusses that “data creation, gathering, and selection process… determine the quality of the data”.  This approach of creating effective models to interpret data can effectively cope with the complex decision processes we face everyday.
An organization, comprised of many departments and different personnel, are subjected to difficult decisions; these decisions may be simplified through a systematic decision process (SDP). A SDP consists of weighing the values at stake, ensuring the appropriate data is being used, results are accurately depicted by the model, and assessing alternative decisions. Malakooti states that “ SDP is a comprehensive approach that can easily identify the inconsistencies of the decision maker” (2009). Computers models that follow a SDP structure consider the relationship between a company’s different components.
Another factor a company will face are the effects of external forces and their direct affiliation to the company. An effective strategy to this link is identify and enforce “co-opetition”; a combination of cooperation and competition. This underlying principle may be previously instilled by established laws or standards. For example, the FAA produces legislation that will limit the weight of cargo aircraft can carry; this standardization causes cargo airlines to compete in different subjects, like, customer service, or reliability. Also an effective technique, using a behavioral approach consists of role playing under different scenarios; this approach requires an unbiased perspective, as well as, a creative imagination.




References

Malakooti, B. (2009, November 08). Systematic decision process for intelligent decision making. Retrieved November 1, 2018, from https://link.springer.com/article/10.1007/s10845-009-0327-1

Sacha, D., Stoffel, A., Stoffel, F., Kwon, B. C., Ellis, G., & Keim, D. A. (2014, December 31). Knowledge Generation Model for Visual Analytics. Retrieved November 1, 2018, from http://ieeexplore.ieee.org/document/6875967/

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