Strategies and biases in human decision-making and their implications for expert systems

Jacob, Varghese S.; Gaultney, Larry D.; Salvendy, Gavriel

doi:10.1080/01449298608914505

Cited by 40 publications

(19 citation statements)

References 17 publications

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“…The time spent considering issues and alternatives and the number of issues and alternatives considered will differ as a result of the different collaborative environments. Jacob, Gaultney, and Salvendy (1986) explained the influence of biases or in this case a reduced design space in human decision making. Their research indicates that when humans are confronted with vast amounts of data, they "use selective perception to narrow the field of consideration" (p. 129) thus reducing the alternatives (design or other) considered.…”

Section: Hypothesismentioning

confidence: 98%

“…Often, other decision limiting methods (e.g., group think, limiting information) are then utilized to further simplify selection of an alternative solution. These actions can often lead to lower quality decisions, as high-quality alternatives are not considered or explored, thus limiting the potential for finding the optimal solution (Jacob et al, 1986).…”

Section: Hypothesismentioning

confidence: 99%

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Distributed Collaborative Design Teams: Media Effects on Design Processes

Hammond¹,

Harvey

Koubek³

et al. 2005

International Journal of Human-Computer Interaction

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Collaborative manufacturing, a growing competitive structure for manufacturing companies and government agencies, is based on flexible design and production processes, with multiple companies pooling strengths on a product-by-product basis to create distributed collaborative corporations. This experimental research uses a sociotechnical theory as a framework to explore differences in engineering design team decision making as a function of various media of communication. Results indicate that design teams communicating via an electronic medium perceive an increase in mental workload and interact less frequently, but for a greater total amount of time. No evidence was found to suggest that face-to-face teams spend a greater proportion of their time discussing design issues or alternatives than do their dispersed counterparts. Realizing that critical decisions throughout design have a tremendous effect on cost, time to production, and overall quality, the study's results lead to broad implications and suggestions for the management of distributed design teams.

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Section: Hypothesismentioning

confidence: 98%

Section: Hypothesismentioning

confidence: 99%

Distributed Collaborative Design Teams: Media Effects on Design Processes

Hammond¹,

Harvey

Koubek³

et al. 2005

International Journal of Human-Computer Interaction

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“…Hogarth argued that high potential for bias occurs with low psychological regret, i.e. if the task is so organized as to leave the decision maker unaffected by the outcome he is more likely to base his decisions on fast, psychologically economical, highly approximate heuristics, rather than on laborious, psychologically costly, accurate analysis (Jacob et al, 1986). The three major schema generated conditions for bias are all to do with the way in which a person approaches a decision task, rather than with the objective factors which exist in the task itself.…”

Section: Enabling Conditions For Biasesmentioning

confidence: 99%

Project management under uncertainty

Skitmore

Stradling

Tuohy

1989

Construction Management and Economics

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“…Cognitive limitations and systematic biases: there are numerous welldocumented biases and inherent limitations in human decision making (Cleaves 1987, Jacob et al 1986, Evans 1987. Many of them related to the perception of probabilities have been identified, leading to the conclusion that man is a poor intuitive statistician.…”

Section: Downloaded By [University Of Adelaide Libraries] At 17:19 03mentioning

confidence: 99%

Fuzzy sets based knowledge systems and knowledge elicitation

Santamarina¹,

Salvendy

1991

Behaviour & Information Technology

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Fuzzy sets are adequate forms of knowledge representation when the information is uncertain due to vagueness and imprecision. Knowledge structures using fuzzy sets are similar to those implemented in non-fuzzy systems. Classical knowledge elicitation methods can be used in combination with techniques to develop membership functions. The fuzzy set representation has several advantages, including flexibility in expressing uncertain knowledge during elicitation, representation of the knowledge and its uncertainty as a unique entity, easy interfacing with classical systems, and a more robust system in ill-defined domains. These advantages result in increased system reliability.

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Strategies and biases in human decision-making and their implications for expert systems

Cited by 40 publications

References 17 publications

Distributed Collaborative Design Teams: Media Effects on Design Processes

Distributed Collaborative Design Teams: Media Effects on Design Processes

Project management under uncertainty

Fuzzy sets based knowledge systems and knowledge elicitation

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