Participatory Modeling and Structured Decision Making

2016 ◽  
pp. 83-101 ◽  
Author(s):  
K. F. Robinson ◽  
A. K. Fuller
Keyword(s):  
Decision Making ◽  
Participatory Modeling ◽  
Structured Decision Making

scholarly journals Structured decision making as a conceptual framework to identify thresholds for conservation and management

2009 ◽  
Vol 19 (5) ◽  
pp. 1079-1090 ◽  
Author(s):  
Julien Martin ◽  
Michael C. Runge ◽  
James D. Nichols ◽  
Bruce C. Lubow ◽  
William L. Kendall
Keyword(s):  
Decision Making ◽  
Conceptual Framework ◽  
Structured Decision Making ◽  
Conservation And Management

The Impact of Conflict- Generating Techniques on Student Reactions and Decision Quality

1995 ◽  
Vol 58 (4) ◽  
pp. 39-45
Author(s):  
Granger Macy ◽  
Joan C. Neal
Keyword(s):  
Decision Making ◽  
Business Students ◽  
Decision Quality ◽  
Structured Decision Making ◽  
Constructive Conflict ◽  
Significant Difference ◽  
Student Reactions ◽  
Graduate Business Students ◽  
The Impact

This study examined the effectiveness of conflict-generating decision-making techniques in the college classroom. Utiliz ing constructive conflict in classroom exercises may affect decision-making quality and student reactions. This study of undergraduate and graduate business students found significant difference in both the quality of the decisions and in student reactions to the techniques. The findings and discussion indicate the potential for appropriate use of structured decision-making techniques in the classroom.

scholarly journals Novel EDAS++ method: Interval type criteria and extension to EDAS

2020 ◽  
pp. 39-52
Author(s):  
Anđelka Štilić
Keyword(s):  
Decision Making ◽  
Multicriteria Analysis ◽  
Structured Decision Making ◽  
Weighting Factors ◽  
Multicriteria Problems ◽  
Mutual Relations ◽  
Interval Type

Multicriteria problems belong to poorly structured decision-making problems as they take place in conditions of stochasticity (indeterminacy). This primarily refers to the number of criteria and the complexity of their mutual relations between which there may be complete opposition, as well as to the methodologically diverse space for determining preferences or weighting factors which significantly affect the decision-making results. The paper focuses on the introduction of new types of criteria: 1 - 4 interval type criteria and its implementation in EDAS + method of multicriteria analysis.

scholarly journals A risk assessment approach to ecological decision-making

2015 ◽  
Author(s):  
Gina K Himes Boor ◽  
Paul Wade
Keyword(s):  
Decision Making ◽  
Good Practice ◽  
Population Viability Analysis ◽  
Structured Decision Making ◽  
Full Characterization ◽  
Viability Analysis ◽  
Threatened And Endangered Species ◽  
Assessment Approach ◽  
The Face ◽  
Accurate Probability

The conservation and management of wild populations and ecosystems almost always involves making decisions in the face of uncertainty and risk. The application of science to the ecological decision-making process was something that the late Professor Daniel Goodman thought deeply about. In this paper we outline the three main principles that Dr. Goodman espoused for good practice when conducting analyses for ecological decision-making: 1) the results should be conditioned on all relevant data and information, 2) there must be a full characterization of all uncertainty, and it should be fully propagated into the result, and 3) doing so in the correct way will result in the calculation of an accurate probability distribution (conditioned on our understanding of the state of nature) that should be used directly for ecological decision-making. Dr. Goodman believed that in the context of threatened and endangered species management Population Viability Analysis (PVA), Bayesian statistics, and structured decision-making are the most logical tools to achieve the three principles. To illustrate the application of the principles and tools in a real management setting, we discuss a Bayesian PVA that Dr. Goodman produced for the endangered Steller sea lion. We conclude by discussing the practical and philosophical impediments that may limit the full realization of the three principles and we offer some suggested solutions.

scholarly journals Scenario-Based Approaches to Change Management in Fisheries Can Address Challenges With Scale and Support the Implementation of an Ecosystem Approach to Fisheries Management

2021 ◽  
Vol 8 ◽  
Author(s):  
Louise Carin Gammage ◽  
Astrid Jarre
Keyword(s):  
Decision Making ◽  
Knowledge Integration ◽  
Ecosystem Approach ◽  
Research Process ◽  
Scenario Planning ◽  
Small Scale ◽  
Structured Decision Making ◽  
Social Ecological Systems ◽  
Prototype Development ◽  
Biogeographical Region

The Ecosystem Approach to Fisheries (EAF) management, recognising complexity, aims for the holistic, sustainable management of fisheries to promote healthy marine ecosystems and sustainable livelihoods. Effective implementation of the EAF has been problematic as we continue to grapple with issues of scale, knowledge integration and meaningful stakeholder engagement. Scenario-planning approaches in marine social ecological systems (SES) can address some of these challenges. Using systems-thinking, scenario-planning presents the opportunity to address challenges simultaneously at different scales of interaction by addressing the needs at smaller and larger decision-making scales. We here present a prototype scenario-based approach in which we used structured decision-making tools (SDMTs) in an iterative and interactive research process with marginalised stakeholders in a small-scale fishery in South Africa’s southern Cape. Using this approach presented an opportunity for fishers to consider pathways for future responses to change while enhancing personal and local adaptive capacity. At the same time, these marginalised fishers were provided with an important opportunity to freely air their views while engaging with tools new to them. The process did not only benefit fishers, but also provided valuable insights into how they view and experience their marine SES. The use of these tools has provided a means to integrate different knowledge streams, identifying ways in which challenges presented by scale in SES is better addressed. As a next step in the prototype development, expansion to more diverse stakeholders in the biogeographical region relevant for this fishery is recommended. We highlight how this approach can contribute to multi-level governance. When considering EAF implementation, we highlight how engaging marginalised stakeholders need not mean losing the reproducible, transparent processes required for modern management. Lastly, we discuss how multi-scalar flow of information could improve the implementation of an EAF in a developing society, such as that of South Africa.

scholarly journals Decision Biases and Heuristics Among Emergency Managers: Just Like the Public They Manage For?

2018 ◽  
Vol 49 (3) ◽  
pp. 292-308 ◽  
Author(s):  
Patrick S. Roberts ◽  
Kris Wernstedt
Keyword(s):  
Decision Making ◽  
Structured Decision Making ◽  
The Public ◽  
Public Managers ◽  
Emergency Managers ◽  
Decision Biases ◽  
Show Evidence ◽  
Decision Making Processes ◽  
Outcome Bias ◽  
Attribution Bias

We present evidence that emergency managers exhibit some of the same decision biases, sensitivity to framing, and heuristics found in studies of the general public, even when making decisions in their area of expertise. Our national survey of county-level emergency managers finds that managers appear more risk averse when the outcomes of actions are framed as gains than when equivalent outcomes are framed as losses, a finding that is consistent with prospect theory. We also find evidence that the perceived actions of emergency managers in neighboring jurisdictions affect the choices a manager makes. In addition, our managers show evidence of attribution bias, outcome bias, and difficulties processing numerical information, particularly probabilities compared to frequencies. Each of these departures from perfect rationality points to potential shortfalls in public managers’ decision making. We suggest opportunities to improve decision making through reframing problems, providing training in structured decision-making processes, and employing different choice architectures to nudge behavior in a beneficial direction.

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