1;Contents;72;List of figures;113;List of insets;164;Introduction;175;Part One: Decision problems and decisionmaking procedures;205.1;1 Decision problems;215.1.1;1.1 The decision problem;215.1.2;1.2 Ways of solving decision problems;215.1.3;1.3 Types of decision problems;245.2;2 Goal and problem-finding systems as requirements for the discovery of decision problems;305.2.1;2.1 The functions of goal and problem-finding systems in the discovery of decision problems;305.2.2;2.2 Goal systems;315.2.3;2.3 Problem-finding systems;355.3;3 Rational decisions;415.3.1;3.1 The sequence of events in decision-making procedures as a framework for rational decisions;415.3.2;3.2 The requirements of a rational decision process;475.3.3;3.3 Support for rational decision making from management science;515.4;4 Decision-making procedures;525.4.1;4.1 Decision-making procedure defined;525.4.2;4.2 The different types of decision-making procedures;536;Part Two: A general heuristic decision-making procedure;676.1;5 Overview of the decision-making procedure;696.1.1;5.1 The value of a general heuristic decision-making procedure;696.1.2;5.2 The proposed sequence of tasks;706.1.3;5.3 A brief explanation of the tasks;736.1.4;5.4 The basis of the general heuristic decision-making procedure;796.2;6 Discovering and analyzing the decision problem;836.2.1;6.1 Discovering the decision problem;836.2.2;6.2 Analyzing the decision problem;876.3;7 Developing and evaluating options;1016.3.1;7.1 Developing options;1016.3.2;7.2 Defining the decision criteria;1076.3.3;7.3 Drawing up possible scenarios;1126.3.4;7.4 The configuration of the decision problem as result of Steps 3, 4 and 5;1176.3.5;7.5 Determining the consequences of the options;1196.4;8 Establishing the overall consequences of the options and making the final decision;1256.4.1;8.1 General considerations;1256.4.2;8.2 Overview of the decision maxims and their applicability;1296.4.3;8.3 Decision maxims for overcoming polyvalence;1336.4.4;8.4 Decision maxims for overcoming risk;1406.4.5;8.5 Decision maxims for overcoming uncertainty;1486.4.6;8.6 Using decision maxims in combination to overcome polyvalence and risk or polyvalence and uncertainty;1526.4.7;8.7 Evaluation of the decision maxims;1566.5;9 A case study illustrating the application of the procedure;1586.5.1;9.1 The situation;1586.5.2;9.2 Discovering and analyzing the problem;1606.5.3;9.3 Developing and evaluating options;1706.5.4;9.4 Making the decision;1797;Part Three: Special issues and approaches to resolving them;1807.1;10 Decision sequences;1827.1.1;10.1 What do we mean by a decision sequence?;1827.1.2;10.2 Using decision trees to represent decision sequences;1837.1.3;10.3 Choosing the best option in a decision sequence;1857.1.4;10.4 Case study with a decision sequence;1877.2;11 Information procurement decisions;1947.2.1;11.1 Information procurement as a decision at the meta-level;1947.2.2;11.2 Recommendations for decisions on information procurement;1957.3;12 Collective decisions;2067.3.1;12.1 Collective decisions and their growing importance in companies;2067.3.2;12.2 Group goal systems and group decision behaviour;2087.3.3;12.3 Rules for making collective decisions;2148;Final remarks;2289;Glossary;22910;Index;23611;Bibliography;242