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Evaluation and Decision Models

A Critical Perspective

  • Denis Bouyssou
  • Thierry Marchant
  • Marc Pirlot
  • Patrice Perny
  • Alexis Tsoukiàs
  • Philippe Vincke

Part of the International Series in Operations Research & Management Science book series (ISOR, volume 32)

Table of contents

  1. Front Matter
    Pages i-viii
  2. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 1-6
  3. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 7-28
  4. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 29-52
  5. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 53-71
  6. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 73-89
  7. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 91-152
  8. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 153-184
  9. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 185-209
  10. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 211-242
  11. Denis Bouyssou, Thierry Marchant, Marc Pirlot, Patrice Perny, Alexis Tsoukiàs, Philippe Vincke
    Pages 243-252
  12. Back Matter
    Pages 253-274

About this book

Introduction

1. 1 Motivations Deciding is a very complex and difficult task. Some people even argue that our ability to make decisions in complex situations is the main feature that distinguishes us from animals (it is also common to say that laughing is the main difference). Nevertheless, when the task is too complex or the interests at stake are too important, it quite often happens that we do not know or we are not sure what to decide and, in many instances, we resort to a decision support technique: an informal one-we toss a coin, we ask an oracle, we visit an astrologer, we consult an expert, we think-or a formal one. Although informal decision support techniques can be of interest, in this book, we will focus on formal ones. Among the latter, we find some well-known decision support techniques: cost-benefit analysis, multiple criteria decision analysis, decision trees, . . . But there are many other ones, sometimes not presented as decision support techniques, that help making decisions. Let us cite but a few examples. • When the director of a school must decide whether a given student will pass or fail, he usually asks each teacher to assess the merits of the student by means of a grade. The director then sums the grades and compares the result to a threshold. • When a bank must decide whether a given client will obtain a credit or not, a technique, called credit scoring, is often used.

Keywords

Attribut decision models evaluation multiple criteria operations research social choice theory

Authors and affiliations

  • Denis Bouyssou
    • 1
  • Thierry Marchant
    • 2
  • Marc Pirlot
    • 3
  • Patrice Perny
    • 4
  • Alexis Tsoukiàs
    • 5
  • Philippe Vincke
    • 6
  1. 1.ESSECFrance
  2. 2.Ghent UniversityBelgium
  3. 3.Faculté Polytechnique de MonsSMROBelgium
  4. 4.LIP6Université Paris VIFrance
  5. 5.LAMSADE — CNRSUniversité Paris DauphineFrance
  6. 6.SMG — ISROUniversité Libre de BruxellesBelgium

Bibliographic information

  • DOI https://doi.org/10.1007/978-1-4615-1593-7
  • Copyright Information Springer Science+Business Media New York 2000
  • Publisher Name Springer, Boston, MA
  • eBook Packages Springer Book Archive
  • Print ISBN 978-1-4613-5631-8
  • Online ISBN 978-1-4615-1593-7
  • Series Print ISSN 0884-8289
  • Buy this book on publisher's site