On the Role of Intuition in Decision Making and Some Ways of Multicriteria Aid of Intuition

Wierzbicki, Andrzej P.

doi:10.1002/(sici)1099-1360(199703)6:2<65::aid-mcda143>3.0.co;2-q

Cited by 64 publications

(34 citation statements)

References 19 publications

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“…7) Final aims: intuition support versus rational objectivity. To summarize the fundamental assumptions and philosophy of reference point approaches, the basic aim when supporting an individual, subjective DM, is to enhance her/his power of intuition (Wierzbicki, 1997) by enabling holistic learning about the decision situation as modelled by the substantive model. The same applies, actually, when using reference point approaches for supporting negotiations and group decision making (Makowski, 2005).…”

Section: K)mentioning

confidence: 99%

Introduction to Multiobjective Optimization: Interactive Approaches

Miettinen

Ruiz

Wierzbicki

2008

Lecture Notes in Computer Science

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Abstract. We give an overview of interactive methods developed for solving nonlinear multiobjective optimization problems. In interactive methods, a decision maker plays an important part and the idea is to support her/him in the search for the most preferred solution. In interactive methods, steps of an iterative solution algorithm are repeated and the decision maker progressively provides preference information so that the most preferred solution can be found. We identify three types of specifying preference information in interactive methods and give some examples of methods representing each type. The types are methods based on trade-off information, reference points and classification of objective functions. IntroductionSolving multiobjective optimization problems typically means helping a human decision maker (DM) in finding the most preferred solution as the final one. By the most preferred solution we refer to a Pareto optimal solution which the DM is convinced to be her/his best option. Naturally, finding the most preferred solution necessitates the participation of the DM who is supposed to have insight into the problem and be able to specify preference information related to the objectives considered and different solution alternatives, as discussed in Chapter 1. There we presented four classes for multiobjective optimization methods according to the role of the DM in the solution process.

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Section: K)mentioning

confidence: 99%

Introduction to Multiobjective Optimization: Interactive Approaches

Miettinen

Ruiz

Wierzbicki

2008

Lecture Notes in Computer Science

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210

197

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“…Knowledge creation and justification has been the domain of philosophy -epistemology, (Nonaka and Takeuchi 1995), the Rational Theory of Intuition (Wierzbicki 1997), the I 5 (Pentagram) System (Nakamori 2000), the OPEC Spiral (Gasson 2004) and several others. This can be counted as a recent revolution in knowledge creation theories, because all of them -including also an exceptional recent macro-theory of revolutionary changes in science by (Motycka 1998) that can be also interpreted as a micro-theory, see ) -take explicitly into account an interplay of tacit, intuitive, emotive, and preverbal aspects with explicit or rational aspects of knowledge creation.…”

Section: Micro-theories Of Knowledge Creationmentioning

confidence: 99%

Knowledge sciences and Nanatsudaki: A new model of knowledge creation processes

Wierzbicki

Nakamori

2007

J. Syst. Sci. Syst. Eng.

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The paper starts from a discussion of the concepts of knowledge management versus technology management, and the emergence of knowledge sciences. This is followed be a summary of recent results in the theory of knowledge creation. Most of them concern diverse spirals of creative interplay between rational (explicit) and intuitive or emotional (tacit) aspects of knowledge. Some of them concentrate on organizational (market or purpose-oriented) knowledge creation, other describe academic (research-oriented) knowledge creation. The problem addressed in this paper is how to integrate diverse spirals of knowledge creation into a prescriptive or exemplar model that would help to overcome the differences between organizational (market-oriented) and normal academic knowledge creation. As such prescriptive approach, the JAIST Nanatsudaki Model of knowledge creation is proposed. It consists of seven spirals, known from other studies, but integrated in a sequence resulting from the experience of authors in practical management of research activities. Not all of these spirals have to be fully utilized, depending on a particular application, but all of them relate to some essential aspects of either academic or organizational knowledge creation. The paper presents Nanatsudaki Model in detail with comments on consecutive spirals. The results of a survey of opinions about creativity conditions at JAIST indicate the importance of many spirals constituting the Nanatsudaki Model. Directions of further testing the Nanatsudaki Model are indicated.

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“…In this section we shortly review these methods and discuss their shortcomings. Classical decision theory states that rational decisions are those that maximize some utility function (Wierzbicki, 1997). One common way to construct such a function is to use benefit-cost analysis, that is, translate all criteria into monetary values.…”

Section: Decision-making Under Conflicting Objectives: An Overviewmentioning

confidence: 99%

“…Wierzbicki (1997) provides an overview of these schools, the most extreme of which, well represented by Dreyfus and Dreyfus (1986), claims that decisions are mostly intuitive, because the complexity of the problems does not allow them to be tackled by analytical theory. "Ask any great athlete, or artist, or charismatic leader -ask any great decision maker.…”

Section: Decision-making Under Conflicting Objectives: An Overviewmentioning

confidence: 99%

“…The intuiter perceives the situation in a holistic way because of his or her deep involvement in the problem" (Easen and Wilcockson, 1996). Wierzbicki (1997) argues that language was one of the last features to appear in the evolution of humans, and thus that for solving many problems other, older abilities of the brain may be more appropriate: "our minds work also on a deeper layer of nonverbal image processing-which task employs a large part of the mind's processing potential, is sometimes conscious but often subconscious and uses rather multivalued than binary logic." Dreyfus and Dreyfus (1986) criticize western society of overemphasizing analytical thought, and of dismissing, as irrational, thought processes whose results cannot be analytically explained.…”

Section: Decision-making Under Conflicting Objectives: An Overviewmentioning

confidence: 99%

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Resolving conflicting objectives in the management of the Plastiras Lake: can we quantify beauty?

Christofides

Efstratiadis

Koutsoyiannis

et al. 2005

Hydrol. Earth Syst. Sci.

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Abstract. The possible water management of the Plastiras Lake, an artificial reservoir in central Greece, is examined. The lake and surrounding landscape are aesthetically degraded when the water level drops, and the requirement of maintaining a high quality of the scenery constitutes one of the several conflicting water uses, the other ones being irrigation, water supply, and power production. This environmental water use, and, to a lesser extent, the requirement for adequate water quality, results in constraining the annual release. Thus, the allowed fluctuation of reservoir stage is not defined by the physical and technical characteristics of the reservoir, but by a multi-criteria decision, the three criteria being maximising water release, ensuring adequate water quality, and maintaining a high quality of the natural landscape. Each of these criteria is analyzed separately. The results are then put together in a multicriterion tableau, which helps understand the implications of the possible alternative decisions. Several conflict resolution methods are overviewed, namely willingness to pay, hedonic prices, and multi-criteria decision analysis. All these methods attempt to quantify non-quantifiable qualities, and it is concluded that they don't necessarily offer any advantage over merely making a choice based on understanding.

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On the Role of Intuition in Decision Making and Some Ways of Multicriteria Aid of Intuition

Cited by 64 publications

References 19 publications

Introduction to Multiobjective Optimization: Interactive Approaches

Introduction to Multiobjective Optimization: Interactive Approaches

Knowledge sciences and Nanatsudaki: A new model of knowledge creation processes

Resolving conflicting objectives in the management of the Plastiras Lake: can we quantify beauty?

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