Author

Carter

Date of Award

12-1996

Degree Name

Master of Science in Engineering

Department

Industrial and Entrepreneurial Engineering and Engineering Management

Department

Industrial and Manufacturing Engineering

Access Setting

Masters Thesis-Open Access

Abstract

Despite advances in decision-making systems, many practical issues remain unaddressed and much of the computer's potential for supporting decisions is unrealized. The existing systems are often limited to specific decision-making activities or domains, and they force the decision-maker to adopt a closed and inflexible way of doing things. What is needed is a new approach to building decision-making systems, one that is not focused on how decisions should be made, but on the behaviors and resources involved in decision-making and how they affect the results. This paper explores such an approach. It examines how models of decision-making behaviors and resources can be used to design more open and flexible decision-making systems. The resulting systems are referred to as Synergistic Decision-Making Systems because they unite people and computers for the purpose of making better decisions in less time and human effort. To demonstrate the validity of this new approach, a prototype system was built and evaluated. The evaluation was unable to show the desired improvement but, rather, provided valuable information on ways to improve the design of both the evaluation experiment and prototype.

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