1947–1967 a Conversation with Howard Raiffa
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Evidence-Based Decisions: the Role of Decision Analysis 11 Dawn Dowding and Carl Thompson
Evidence-based decisions: the role of decision analysis 11 Dawn Dowding and Carl Thompson CHAPTER CONTENTS Introduction 173 Conclusion 192 What is decision analysis? 174 Exercises 192 The stages in a decision analysis 174 Resources 194 Benefits and limitations of decision Sources 194 analysis 191 References 195 KEY ISSUES What is a decision analysis? How to undertake a decision analysis: ○ structuring a question ○ designing a decision tree ○ extracting probabilities ○ gathering utilities ○ combining information on probability and utility in the process of ‘rolling back’ a decision tree The strengths and weaknesses of decision analysis INTRODUCTION The components of an evidence-based decision include the results of research, a patient’s values or preferences for particular choices, an aware- ness of available resources, and the experience and expertise of the decision maker (DiCenso et al 1998). Having made it this far in the text, you will have grasped that making evidence-based decisions in practice can sometimes be difficult; requiring the use of complex, often incomplete information, and with uncertain decision outcomes (Hunink et al 2001, Tavakoli et al 2000). Paying attention to and integrating the volume of information in practice can often seem overwhelming. Nurses, like all human beings, have limited capacity to manage all of the different components of a complex decision at the same time (Hunink et al 2001, Sarasin 2001). Decision analysis is one approach that can help systematically combine the elements required for an evidence-based decision. 173 11 WHAT IS DECISION ANALYSIS? Decision analysis is based on the normative expected utility theory (EUT; see Chapters 2 and 5; Elwyn et al 2001, Tavakoli et al 2000, Thornton 1996). -
Howard Raiffa, 92 a Leader in the Study of How Decisions Are Made
The Washington Post July 24, 2016 Howard Raiffa, 92 A leader in the study of how decisions are made Dr. Raiffa in a Harvard classroom in 1975. (Richard A. Chase/Harvard Business School) by Emily Langer Howard Raiffa, a professor of economics who was credited with leading an intellectual revolution in business and other arenas by teaching decision-making not as an art, but as a science grounded in mathematics and statistics, died July 8 at his home in Oro Valley, Ariz. He was 92. His death was announced by the Harvard Business School, where Dr. Raiffa joined the faculty in 1957, and by the Harvard Kennedy School of government and public affairs, which cited him as one of the founding fathers of its modern incarnation. The cause was Parkinson’s disease, said his daughter Judith Raiffa. During a nearly four-decade career at Harvard, Dr. Raiffa became known as one of the most creative thinkers in his field: the study of how people make decisions — good, bad, wise or unwise — in situations of uncertainty. He was the quintessential interdisciplinary academician. Trained in mathematics and statistics, he was a joint chair at Harvard’s business and government schools and did work that was applied to commerce, law, foreign affairs, public policy, medicine and sports. In an interview, Max H. Bazerman, a professor of business administration at the Harvard Business School and co-director of the Center for Public Leadership at the Harvard Kennedy School, said Dr. Raiffa was someone who “wanted to use his brilliance in applied contexts to make the world better.” In the early years of his career, Dr. -
Readings on the Principles and Applications of Decision Analysis
STRATEGIC DECISIONS GROUP READINGS ON DION lalaDOS DERDR sd RONALD A.HOWARD & JAMESE.MATHESON VOLUME I: GENERAL COLLECTION STffiICDECISIONSGROUP o o READINGSON fre les and Apphcadons of EDITEDBY RONALD A.HO\IARD & JAlv{ES E.}vIAIHESON VOLI.,ME I: GENERAL COLLECTTON EDI TORS Ronal d A. Howard James E. Matheson PRODUCTION STAFF Rebecca Sul I i vdr, Coord i nator Paul Steinberg, Copy Editor Lesl ie Fleming, Graphics @ 1983 by Strategic Decisions Group. Printed in the United States of America. All rights reserved. No part of this material may be reproduced or used without prior wri tten permission from the authors and /or hol ders of copyr.i ght. CONTENTS VOLUME I: GENERAL COLLECTION foreword.. .o.....o. , vll What is Decision Analysis? viii INTRODUCTION AND OVERVIEW 1 Preface 3 1. The Evolution of Decision Analysis . .. .. .. 5 R. A. Howard 2. An Introduction to Decision Analysis . .17 l. E. Matheson and R. A. Howard 3. Decision Analysis in Systems Engineering . .57 R. A. Howard 4. Decision Analysis: Applied Decision Theory 95 R. A. Howard 5. A Tutorial lntroduction to Decision Theory 115 D. W. North 6.A Tutorial in Decision Analysis . 129 C.5. Sta€;l von Holstein 7.The Science of Decision-Making . 159 R. A. Howard B. An Assessment of Decision Analysis 177 R. A. Howard APPLICATIONS . .203 Preface 205 lnvestment and Strategic Planning 9. Decision Analysis Practice: Examples and lnsights . .....209 J. E. Matheson 10. Decision Analysis of a Facilities lnvestment and Expansion Problem . .227 C. S. Spetzler and R. M. hmora 11. Strategic Planning in an Age of Uncertainty. -
The Art and Science of Negotiation
tl t ,I The Art and Science of Negotiation HOWARD RAIFFA The BelknapPress of Harvard University Press Cambridge, Massachusetts and London, England I I i i I I I Acknowledgments Ideas are incestuous. They commingle and refuse to sort thenr- selves out so that one can say, "These ideas are his or hers arrd those mine." I know, however, that many of the ideas in the chap- ters that follow are the ideas of others, and some of these others can be identified. To no one am I more indebted than to John Ham- mond. This book would not have been written if I had not chosen to teach a course in competitive decision making at the Harvard Busi- Copyright O f 982 by the President and Fellows of Harvard College All rights reserved ness School, a course that evolved over more than a decade. In the Printed in the United States of America mid-1960s I taught a doctoral seminar in individual, group, and irr- teractive decisions, and in the early seventies John Hammond irr- corporated some of the material from that seminar in a pioneering 'he "Competitive Art of Negotiating" is a registered trademark of Gerard I. Nierenberg. This M.B.A. course entitled Decision Nlaking." I later in- :,The Art and Science of Negotiation, is not connected with Mr. Nierenberg's herited that course from John and built on his materials. Although i or programs. my course evolved into one that was substantially different frorn John's, he had set the tone; and even when I departed from his 87 6543 work, I had a very comfortable launching pad. -
Howard Raiffa Jeffrey Keisler
University of Massachusetts Boston From the SelectedWorks of Jeffrey Keisler September, 2016 In Memoriam: Howard Raiffa Jeffrey Keisler Available at: https://works.bepress.com/jeffrey_keisler/72/ In Memoriam: Howard Raiffa Decision Analysis Today 35(2):4-7, September 2016 Howard Raiffa died peacefully on Friday, July 8, 2016 at the age of 92. Raiffa was the Frank Plumpton Ramsey Professor of Managerial Economics Emeritus at the Business School and the Kennedy School at Harvard University. He was both a towering intellect and a kind and good man, who inspired colleagues across many disciplines and organizations with his keen mind, ecumenical approach to academic research, and his generous spirit. Raiffa’s intellectual and personal qualities persist in the many PhD students (I was fortunate to be one) he advised over his 40 years as a professor. Without him there would be no field of decision analysis as we know it. His work spanning over six decades continues to shape the field, through his mentorship of many leading researchers, and his own seminal publications. Along with his many honors in other fields, Raiffa was the first recipient of the Decision Analysis Society’s Ramsey Medal, and was recently honored along with Ronald Howard at the celebration of the 50th Anniversary of the field of Decision Analysis, with the creation of the annual Raiffa-Howard Award. Much has been written about his life and career. A list of tributes, biographical essays and Raiffa’s own writings is provided at the end of this essay. Within decision analysis, his impact is incalculable. Raiffa had the mind of the mathematician and the heart of a coach. -
View, 36, 378–388
Negotiation and Conflict Management Research Raiffa Transformed the Field of Negotiation–and Me Max Bazerman Harvard Business School, Boston, MA, U.S.A. Keywords Abstract Raiffa, negotiations, decision analytic. Howard Raiffa was a role model, friend, and inspiration. He transformed the field of negotiation, and he transformed my career. This brief article Correspondence provides a recollection of how Howard revolutionized the field of negoti- Max Bazerman, Baker Library ation, and how those insights are now affecting broader areas of the of 453, Harvard Business School, the social science. Howard received the 1999 Lifetime Achievement Soldiers Field Road, Boston, Award from the International Association for Conflict Management. MA 02163, U.S.A.; e-mail: [email protected] doi: 10.1111/ncmr.12121 I write this article in remembrance of the wonderful life and career of Howard Raiffa, who passed away in July 2016. By the time I first encountered Raiffa’s work 35 years ago, he had already made major con- tributions to game theory and decision analysis, co-founded what is now the Harvard Kennedy School of Government, and was the founding director (in 1972) of the International Institute for Applied Systems Analysis in Austria, which focused on promoting scientific cooperation between the United States and the Soviet Union during the Cold War. Reading Raiffa’s 1982 book The Art and Science of Negotiation changed my understanding of negotia- tion, my orientation toward research, my ability to make a contribution to the field, and my life in gen- eral. When I read the book in 1982, I was 27 and had not yet taught a course on negotiation. -
Leonard Savage, the Ellsberg Paradox and the Debate on Subjective Probabilities: Evidence from the Archives
LEONARD SAVAGE, THE ELLSBERG PARADOX AND THE DEBATE ON SUBJECTIVE PROBABILITIES: EVIDENCE FROM THE ARCHIVES. BY CARLO ZAPPIA* Abstract This paper explores archival material concerning the reception of Leonard J. Savage’s foundational work of rational choice theory in its subjective-Bayesian form. The focus is on the criticism raised in the early 1960s by Daniel Ellsberg, William Fellner and Cedric Smith, who were supporters of the newly developed subjective approach, but could not understand Savage’s insistence on the strict version he shared with Bruno de Finetti. The episode is well-known, thanks to the so-called Ellsberg Paradox and the extensive reference made to it in current decision theory. But Savage’s reaction to his critics has never been examined. Although Savage never really engaged with the issue in his published writings, the private exchange with Ellsberg and Fellner, and with de Finetti about how to deal with Smith, shows that Savage’s attention to the generalization advocated by his correspond- ents was substantive. In particular, Savage’s defence of the normative value of rational choice the- ory against counterexamples such as Ellsberg’s did not prevent him from admitting that he would give careful consideration to a more realistic axiomatic system, should the critics be able to provide one. * Dipartimento di Economia, Universita degli Studi di Siena. Contact: [email protected] This “preprint” is the peer-reviewed and accepted typescript of an article that is forthcoming in revised form, after minor editorial changes, in the Journal of the History of Economic Thought (ISSN: 1053-8372), issue TBA. -
Decision Analysis Society 2015 Frank P. Ramsey Medal
Decision Analysis Society 2015 Frank P. Ramsey Medal The Frank P. Ramsey Medal is the highest award of the Decision Analysis Society (DAS). It was created to recognize distinguished contributions to the field of decision analysis. The medal is named in honor of Frank Plumpton Ramsey, a Cambridge University mathematician who was one of the pioneers of decision theory in the 20th century. His 1926 essay "Truth and Probability" (published posthumously in 1931) anticipated many of the developments in mathematical decision theory later made by John von Neumann and Oskar Morgenstern, Leonard J. Savage, and others. For this award, decision analysis is defined as a prescriptive approach to provide insight for decision making based on axioms that are logically consistent with the axioms of von Neumann and Morgenstern and of Savage. Key constructs of decision analysis are utility to quantify one’s preferences and probability to quantify the state of one's knowledge. There are overlapping aspects of decision analysis with other fields such as behavioral decision research, probabilistic risk analysis, and engineering and economic analyses. Behavioral decision research addressing how people make decisions that has direct implications for improving the practice of decision analysis is a contribution to decision analysis. Models of uncertain possible consequences from scientific, engineering, and economic modeling that are useful for decision analysis are contributions. Distinguished contributions to the field of decision analysis can be internal, such as theoretical or procedural advances in decision analysis, or external, such as developing or spreading decision analysis in new fields. Thus, the specific award criteria for evaluating potential Ramsey Medal recipients are a candidate's Theoretical, methodological, and procedural contributions to decision analysis Applications of decision analysis (including new uses and in new fields) Other contributions promoting decision analysis (e.g. -
A Quantitative Approach to Choose Among Multiple Mutually Exclusive Decisions: Comparative Expected Utility Theory
A quantitative approach to choose among multiple mutually exclusive decisions: comparative expected utility theory Zhu, Pengyu [Cluster on Industrial Asset Management, University of Stavanger, N-4036, Stavanger, Norway] Abstract Mutually exclusive decisions have been studied for decades. Many well-known decision theories have been defined to help people either to make rational decisions or to interpret people’s behaviors, such as expected utility theory, regret theory, prospect theory, and so on. The paper argues that none of these decision theories are designed to provide practical, normative and quantitative approaches for multiple mutually exclusive decisions. Different decision-makers should naturally make different choices for the same decision question, as they have different understandings and feelings on the same possible outcomes. The author tries to capture the different understandings and feelings from different decision-makers, and model them into a quantitative decision evaluation process, which everyone could benefit from. The basic elements in classic expected utility theory are kept in the new decision theory, but the influences from mutually exclusive decisions will also be modeled into the evaluation process. This may sound like regret theory, but the new approach is designed to fit multiple mutually exclusive decision scenarios, and it does not require a definition of probability weighting function. The new theory is designed to be simple and straightforward to use, and the results are expected to be rational for each decision- maker. Keywords: mutually exclusive decisions; decision theory; comparative cost of chance; comparative expected utility theory; mathematical analysis; game theory; probability weighting; 1. Introduction Traditionally, decision theories could be divided into descriptive, normative and prescriptive methods, and different methods featured different assessment processes or tools (Bell & Raiffa, 1988; Bell, Raiffa, & Tversky, 1988; Luce & Von Winterfeldt, 1994). -
The Application of Utility Theory in the Decision-Making of Marketing Risk Management
Advances in Economics, Business and Management Research (AEBMR), volume 62 International Academic Conference on Frontiers in Social Sciences and Management Innovation (IAFSM 2018) The Application of Utility Theory in the Decision-Making of Marketing Risk Management Gonglong SHI1,Qian WANG2 (1.School of Management,Xi’an University of Science and Technology, Xi’an,China; 2.College of Safety Science and Engineering,Xi’an University of Science and Technology,Xi’an ,China) [email protected] Abstract: In the increasingly competitive and unpredictable business environment, how to control marketing risk to reduce loss is an important issue in the field of marketing research. On the basis of brief description of marketing risk and basic concept of management, this paper analyzes utility, utility function and utility theory, and illustrates the concrete application of utility theory in marketing risk management decision through an example, and explains some possible problems that may exist in practical application. The conclusion is that utility theory has its theoretical value and advantage in marketing risk management decision, but it still needs further development and improvement in practical application. Keywords: Marketing Risk; Utility Theory; Risk Management; Decision Making 1 Instruction Marketing activities are the fundamental way for enterprises to fulfill market value and realize operating income. The effectiveness of marketing directly affects the survival and development prospects of enterprises. In the face of complex and ever-changing internal and external environments, corporate marketing activities often face many uncertain problems and challenges[1], especially in the face of uncertain environmental risks, companies have limited ability to identify[2], such as within corporate marketing. -
Preface PDF File 124 Kb
Preface The idea of publishing a treatise presenting the state of the art on concepts and methods for decision-support stems from the fact that decision is a multidisciplinary topic of investigation. Indeed, it lies at the heart of various areas of science such as economics, psychology, political science, management, operational research and artificial intelligence. A recurrent temptation is, for any specific research community, to protect its identity against influences from other areas. It therefore seemed to us quite important to stand against such an attitude, and try to put across the contributions of the various communities which have become involved in this topic in a unified perspective. In order to grasp all dimensions of decision-support, we have to think in terms of empirical studies, mathematical models and algorithms as well as logic-based and other types of computerized representation tools. Psychologists, economists, sociologists, mathematicians, computer scientists – and decision makers – have every interest to get together and speak with one another, in order to implement decision- support tools that are at the same time useful and cogent. The classical approach In order to be convinced of the relevance of such a multidisciplinary standpoint, it is useful to briefly revisit the history of decision sciences. Right after the end of World War II, the landscape of this area looked empty. Operational research had inherited from the neo-classic economics tradition the idea of ‘rational decision’, and promoted an approach based on the optimization of a single objective function under constraints. The development of linear programming by George Dantzig (and later on, of non-linear programming and dynamic programming) provided efficient tools for implementing this approach on real-sized problems (encountered in military logistics, in production research and delivery management for industrial firms). -
The Founding of Informs: a Decision Analysis Perspective
OR CHRONICLE THE FOUNDING OF INFORMS: A DECISION ANALYSIS PERSPECTIVE L. ROBIN KELLER University of California, Irvine, California CRAIG W. KIRKWOOD Arizona State University, Tempe, Arizona (Received July 1997; revisions received September 1997, March 1998; accepted March 1998) We provide a decision analysis perspective on the decision making process leading to the merger of The Institute of Management Sciences (TIMS) and the Operations Research Society of America (ORSA) to form the Institute for Operations Research and the Management Sciences (INFORMS). Throughout the merger negotiation era from 1989 until the merger in 1995, discussion regarding a possible merger was framed in an objectives-oriented manner characteristic of decision analysis methods. In addition, as ORSA and TIMS officers, we applied multiobjective decision analysis and financial analysis methods in portions of the planning and negotiation process leading to the formation of INFORMS. The merger process serves as an instructive case study of the uses and limitations of formal decision analysis methods in strategy formulation and implementation. n January 1, 1995, The Institute of Management Sci- activities, a substantial number of people involved in the Oences (TIMS) and the Operations Research Society process did not perceive that OR/MS methods were being of America (ORSA) merged to form the Institute for used. As the remainder of this article shows, the merger Operations Research and the Management Sciences process for TIMS and ORSA serves as an instructive case (INFORMS). As INFORMS began, it had over 11,000 study of the uses and limitations of OR in strategy formu- members from 90 countries, and a $4 million annual oper- lation and implementation.