Decision settings analysis – a tool for analysis and design of human activity systems

Theory and Decision 49 (4):339-360 (2000)
The paper describes a methodology to be used for analysis and design of human activity systems. The methodology is based on an analysis of the decision settings whereas most other decision analysis methodologies are analysing the process. The decision concept is analysed and discussed. A distinction between programmed and programmable as well as non-programmed and non-programmable decisions is proposed. A classification of different information types for decision making is presented. A methodology based on a systemic and systematic analysis of the information requirements of an organization is proposed. This methodology also indicates organizational discrepancies and information imbalances. The methodology focuses the settings of the decisions on all levels of organizations. The methodology can be regarded as a dynamic, learning system. The author proposes further research on the individuals decision making abilities
Keywords Human activity systems  Decision analysis  Decision settings  Organizational discrepancies  Methodology  Systems design  Information requirement  Non-programmable decisions
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DOI 10.1023/A:1005228530526
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