Assessment, Refinement, and Narrowing of Options

  • Miley W. Merkhofer
  • Lynn C. Maxwell


Suppose you are a manager who must decide which of your employees to promote to an important, decision-making position. You chose your two top performers as candidates and evaluate their decision-making styles. One, you discover, makes decisions with logic. She collects the relevant information, analyzes the options, and assesses the uncertainties. Her choices nearly always produce good results. Occasionally, however, things have turned out less than perfect because of circumstances impossible to foresee. The other candidate, you find, has had a string of remarkable successes, but bases all of his choices on the flip of a “special” 1964 quarter that was left in his office by a previous employee. What should you do?


Decision Maker Risk Assessment Influence Diagram Borda Count Probabilistic Risk Assessment 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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Copyright information

© Springer Science+Business Media New York 1999

Authors and Affiliations

  • Miley W. Merkhofer
  • Lynn C. Maxwell

There are no affiliations available

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