Value-focused thinking : a path to creative decisionmaking
著者
書誌事項
Value-focused thinking : a path to creative decisionmaking
Harvard University Press, 1992
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注記
Includes bibliographical references (p. 403-409) and indexes
内容説明・目次
内容説明
The standard way of thinking about decisions is backwards, says Ralph Keeney; people focus first on identifying alternatives rather than on articulating values. A problem arises and people react, placing the emphasis on mechanics and fixed choices instead of on the objectives that give decision-making its meaning. In this book, Keeney shows how recognizing and articulating fundamental values can lead to the identification of decision opportunities and the creation of better alternatives. The intent is to be proactive and to select more attractive decisions to ponder before attempting any solutions. Keeney describes specific procedures for articulating values by identifying and structuring objectives qualitatively, and he shows how to apply these procedures in various cases. He then explains how to quantify objectives using simple models of values. Such value analysis, Keeney demonstrates, can yield a full range of alternatives, thus converting decision problems into opportunities. This approach can be used to uncover hidden objectives to direct the collection of information, to improve communication, to facilitate collective decision-making, and to guide strategic thinking.
To illustrate these uses Keeney shows how value-focused thinking works in many business contexts, such as designing an integrated circuit tester and managing a multibillion-dollar utility company; in government contexts, such as planning future NASA space missions and deciding how to transport nuclear waste to storage sites; and in personal contexts, such as choosing career moves and making wise health and safety decisions. This should be useful to anyone from consultants and managers to systems analysts and students.
目次
- Part 1 Concepts: thinking about values - value-focused thinking and its uses, creating alternatives, identifying decision opportunities, thinking about values
- the framework of value-focused thinking - framing a decision situation, objectives, the decision context, guiding strategic thinking and action, comparing alternative-focused and value-focused thinking, ethics and value neutrality. Part 2 Foundations: identifying and structuring objectives - identifying fundamental objectives, how to structure objectives, desirable properties of fundamental objectives, relating objectives hierarchies and objectives networks, incomplete objectives hierarchies and networks, objectives hierarchies for groups
- measuring the achievement of objectives - the concept of an attribute, the types of attributes, developing constructed attributes, use of proxy attributes, desirable properties of attributes, selecting attributes, connecting decision situation with attributes
- quantifying objectives with a value model - building a value model, multiple-objective and single-objective value models, prioritizing objectives, assessing value models, issues to consider in value assessments. Part 3 Uses: uncovering hidden objectives - insights from attributes, from violations of independence assumptions, from value tradeoffs, from single-attribute objective functions, from multiple value assessments
- creating alternatives for a single decisionmaker - counteracting cognitive biases, use of strategic objectives, focus on high-value alternatives, use of evaluated alternatives, generic and coordinated alternatives, process alternatives, removing constraints, utilization of resources, screening to identify alternatives, alternatives for a series of similar decisions
- creating alternatives for multiple decisionmakers - pleasing other stakeholders, stakeholder influence on your consequences, clarifying stakeholder values for group decisions, creating alternatives for negotiations
- identifying decision opportunities - use of strategic objectives, use of resources, a broader decision context, monitoring achievement, establishing a process, negotiating for your side and the other side, being in the right place at the right time, when you have no idea about what to do
- insights for the decisionmaking process - guiding information collection, evaluating alternatives, interconnecting decisions, improving communication, facilitating involvement in multiple-stakeholder decisions, guiding strategic thinking. Part 4 Applications: NASA leadership in space
- transporting nuclear waste
- research on climate change
- air pollution in Los Angeles
- design of integrated circuit testers
- collaborating on a book
- value-focused thinkng at British Columbia Hydro
- value-focused thinking for my decisions.
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