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Value–Focused Thinking – A Path to Creative Deci... by Keeney, Ralph L. Hardback - Picture 2 of 2

Value-Focused Thinking : A Path to Creative Decisionmaking by Ralph L. Keeney (1992, Hardcover)

World of Books USA (1178823)

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Author:Keeney, Ralph L. Value–Focused Thinking – A Path to Creative Decisionmaking. Book Binding:Hardback. All of our paper waste is recycled within the UK and turned into corrugated cardboard. World of Books USA was founded in 2005.

About this product

Product Identifiers

PublisherHarvard University Press

ISBN-100674931971

ISBN-139780674931978

eBay Product ID (ePID)253452

Product Key Features

Number of Pages432 Pages

Publication NameValue-Focused Thinking : a Path to Creative Decisionmaking

LanguageEnglish

SubjectTraining, Organizational Behavior, Decision-Making & Problem Solving

Publication Year1992

TypeTextbook

Subject AreaEducation, Business & Economics

AuthorRalph L. Keeney

FormatHardcover

Dimensions

Item Weight26.8 Oz

Item Length9.6 in

Item Width6.3 in

Additional Product Features

Intended AudienceTrade

LCCN91-031496

Reviews[Value-Focused Thinking] is both an inspired and inspiring book. It is also a rarity among academic and business texts: it is a 'damn good read.' Keeney writes well, arguing his case clearly in the abstract and illustrating it through numerous interesting and pertinent examples.

Dewey Edition20

IllustratedYes

Dewey Decimal658.4/03

Table Of ContentPART 1: Concepts 1. Thinking about Values 1.1 Value-Focused Thinking 1.2 Creating Alternatives 1.3 Identifying Decision Opportunities 1.4 Thinking about Values 1.5 The Uses of Value-Focused Thinking 2. The Framework of Value-Focused Thinking 2.1 Framing a Decision Situation 2.2 Fundamental Objectives 2.3 The Decision Context 2.4 Guiding Strategic Thinking and Action 2.5 The Framework 2.6 Comparing Alternative-Focused and Value-Focused Thinking 2.7 Ethics and Value Neutrality Part 2: Foundations 3. Identifying and Structuring Objectives 3.1 Identifying Objectives 3.2 Identifying Fundamental Objectives 3.3 Structures of Objectives 3.4 How to Structure Objectives 3.5 Desirable Properties of Fundamental Objectives 3.6 Relating Objectives Hierarchies and Objectives Networks 3.7 Incomplete Objectives Hierarchies and Networks 3.8 Objectives Hierarchies for Groups 4. Measuring the Achievement of Objectives 4.1 The Concept of an Attribute 4.2 The Types of Attributes 4.3 Developing Constructed Attributes 4.4 Use of Proxy Attributes 4.5 Desirable Properties of Attributes 4.6 The Decision of Selecting Attributes 4.7 Connecting Decision Situations with Attributes 5. Quantifying Objectives with a Value Model 5.1 Building a Value Model 5.2 Multiple-Objective Value Models 5.3 Single-Objective Value Models 5.4 Prioritizing Objectives 5.5 The Art of Assessing Value Models 5.6 Issues to Consider in Value Assessments Part 3: Uses 6. Uncovering Hidden Objectives 6.1 Insights from Attributes 6.2 Insights from Violations of Independence Assumptions 6.3 Insights from Value Tradeoffs 6.4 Insights from Single-Attribute Objective Functions 6.5 Insights from Multiple Value Assessments 7. Creating Alternatives for a Single Decisionmaker 7.1 Counteracting Cognitive Biases 7.2 Use of Objectives 7.3 Use of Strategic Objectives 7.4 Focus on High-Value Alternatives 7.5 Use of Evaluated Alternatives 7.6 Generic Alternatives 7.7 Coordinated Alternatives 7.8 Process Alternatives 7.9 Removing Constraints 7.10 Better Utilization of Resources 7.11 Screening to Identify Good Alternatives 7.12 Alternatives for a Series of Similar Decisions 8. Creating Alternatives for Multiple Decisionmakers 8.1 Pleasing Other Stakeholders 8.2 Stakeholder Influence on Your Consequences 8.3 Clarifying Stakeholder Values for Group Decisions 8.4 Creating Alternatives for Negotiations 9. Identifying Decision Opportunities 9.1 Use of Strategic Objectives 9.2 Use of Resources Available 9.3 A Broader Decision Context 9.4 Monitoring Achievement 9.5 Establishing a Process 9.6 Negotiating for Your Side and for the Other Side 9.7 Being in the Right Place at the Right Time 9.8 When You Have No Idea about What to Do 10. Insights for the Decisionmaking Process 10.1 Guiding Information Collection 10.2 Evaluating Alternatives 10.3 Interconnecting Decisions 10.4 Improving Communication 10.5 Facilitating Involvement in Multiple-Stakeholder Deci

SynopsisThe standard way of thinking about decisions is backwards, says Ralph Keeney; people focus first on identifying alternatives rather than on articulating values. A problem arises and people react, placing the emphasis on mechanics and fixed choices instead of on the objectives that give decision-making its meaning. In this book, Keeney shows how recognizing and articulating fundamental values can lead to the identification of decision opportunities and the creation of better alternatives. The intent is to be proactive and to select more attractive decisions to ponder before attempting any solutions.

LC Classification NumberHD30.23.K354 1992