Primitive Decision Models

Slides:



Advertisements
Similar presentations
Module C1 Decision Models Uncertainty. What is a Decision Analysis Model? Decision Analysis Models is about making optimal decisions when the future is.
Advertisements

Decision Theory.
To accompany Quantitative Analysis for Management, 9e by Render/Stair/Hanna 3-1 © 2006 by Prentice Hall, Inc. Upper Saddle River, NJ Prepared by.
Chapter 3 Decision Analysis.
1 Decision Analysis What is it? What is the objective? More example Tutorial: 8 th ed:: 5, 18, 26, 37 9 th ed: 3, 12, 17, 24 (to p2) (to p5) (to p50)
Instructor: Vincent Duffy, Ph.D. Associate Professor of IE Lab 2 Tutorial – Uncertainty in Decision Making Fri. Feb. 2, 2006 IE 486 Work Analysis & Design.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 5S Decision Theory.
Decision Theory.
Decision Process Identify the Problem
LECTURE TWELVE Decision-Making UNDER UNCERTAINITY.
Operations Management
1 DSCI 3223 Decision Analysis Decision Making Under Uncertainty –Techniques play an important role in business, government, everyday life, college football.
Chapter 3 Decision Analysis.
Managerial Decision Modeling with Spreadsheets
2000 by Prentice-Hall, Inc1 Supplement 2 – Decision Analysis A set of quantitative decision-making techniques for decision situations where uncertainty.
DSC 3120 Generalized Modeling Techniques with Applications
Part 3 Probabilistic Decision Models
Business Statistics: A Decision-Making Approach, 6e © 2005 Prentice-Hall, Inc. Chap 18-1 Business Statistics: A Decision-Making Approach 6 th Edition Chapter.
5s-1Decision Theory McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The McGraw-Hill Companies, Inc.
Chapter 15: Decisions Under Risk and Uncertainty McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
Decision Making Under Uncertainty and Under Risk
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 15 Decisions under Risk and Uncertainty.
5s-1 McGraw-Hill Ryerson Operations Management, 2 nd Canadian Edition, by Stevenson & Hojati Copyright © 2004 by The McGraw-Hill Companies, Inc. All rights.
Making Decisions Under Uncertainty
CD-ROM Chap 14-1 A Course In Business Statistics, 4th © 2006 Prentice-Hall, Inc. A Course In Business Statistics 4 th Edition CD-ROM Chapter 14 Introduction.
Decision Making Decision-making is based on information Information is used to: Identify the fact that there is a problem in the first place Define and.
An Introduction to Decision Theory (web only)
Dynamic Strategic Planning, MITRichard Roth Massachusetts Institute of TechnologyOverviewSlide 1 of 46 Dynamic Strategic Planning Primitive Models Risk.
3-1 Quantitative Analysis for Management Chapter 3 Fundamentals of Decision Theory Models.
Dynamic Strategic Planning, MITRichard de Neufville, Joel Clark, and Frank R. Field Massachusetts Institute of TechnologyOverviewSlide 1 of 12 Dynamic.
Chapter 9 - Decision Analysis - Part I
© 2007 Pearson Education Decision Making Supplement A.
Engineering Systems Analysis for Design Richard de Neufville © Massachusetts Institute of Technology Primitive Decisions Models Slide 1 of 16 Primitive.
Decision Analysis Mary Whiteside. Decision Analysis Definitions Actions – alternative choices for a course of action Actions – alternative choices for.
Welcome Unit 4 Seminar MM305 Wednesday 8:00 PM ET Quantitative Analysis for Management Delfina Isaac.
Decision Theory McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Lecture 6 Decision Making.
Models for Strategic Marketing Decision Making. Market Entry Decisions To enter first or to wait Sources of First-Mover Advantages –Technological leadership.
Decision Analysis. Basic Terms Decision Alternatives (eg. Production quantities) States of Nature (eg. Condition of economy) Payoffs ($ outcome of a choice.
Decision Theory McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Decision Analysis.
SUPPLEMENT TO CHAPTER TWO Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc., 1999 DECISION MAKING 2S-1 Chapter 2 Supplement Decision Making.
Chapter 16 Notes: Decision Making under Uncertainty Introduction Laplace Rule Maximin Rule Maximax Rule Hurwicz Rule Minimax Regret Rule Examples Homework:
5s-1Decision Theory CHAPTER 5s Decision Theory McGraw-Hill/Irwin Operations Management, Eighth Edition, by William J. Stevenson Copyright © 2005 by The.
Decision Theory Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill.
DECISION MODELS. Decision models The types of decision models: – Decision making under certainty The future state of nature is assumed known. – Decision.
Chap 18-1 Business Statistics: A Decision-Making Approach 6 th Edition Chapter 18 Introduction to Decision Analysis.
QUANTITATIVE TECHNIQUES
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 4 Decision Analysis Building the Structure for Solving.
Dynamic Strategic Planning
DECISION THEORY & DECISION TREE
Chapter 5 Supplement Decision Theory.
Decisions under uncertainty and risk
Chapter 15: Decisions Under Risk and Uncertainty
Decisions Under Risk and Uncertainty
Welcome to MM305 Unit 4 Seminar Larry Musolino
Choice under the following Assumptions
Decision Theory Dr. T. T. Kachwala.
Chapter 19 Decision Making
Steps to Good Decisions
Decision Analysis Chapter 12.
Supplement: Decision Making
MNG221- Management Science –
Modeling T.Reema T.Rawan.
Decision Analysis.
Making Decisions Under Uncertainty
Chapter 15 Decisions under Risk and Uncertainty
Chapter 15: Decisions Under Risk and Uncertainty
Applied Statistical and Optimization Models
Presentation transcript:

Primitive Decision Models Still widely used Illustrate problems with intuitive approach Provide base for appreciating advantages of decision analysis

Payoff Matrix as Basic Framework BASIS: Payoff Matrix State of “nature” S1 S2 . . . SM Alternative A1 A2 AN Value of outcomes ONM

Primitive Model: Laplace (1) Decision Rule: a) Assume each state of nature equally probable => pm = 1/m b) Use these probabilities to calculate an “expected” value for each alternative c) Maximize “expected” value

Primitive Model: Laplace (2) Example S1 S2 “expected” value A1 100 40 70 A2 70 80 75

Primitive Model: Laplace (3) Problem: Sensitivity to framing ==> “irrelevant states” S1A S1A S2 “expected” value A1 100 100 40 80 A2 70 70 80 73.3

Maximin or Maximax Rules (1) Decision Rule: a) Identify minimum or maximum outcomes for each alternative b) Choose alternative that maximizes the global minimum or maximum

Maximin or Maximax Rules (2) Example: S1 S2 S3 maximin maximax A1 100 40 30 2 A2 70 80 20 2 3 A3 0 0 110 3 Problems - discards most information - focuses in extremes

Regret (1) Decision Rule a) Regret = (max outcome for state i) - (value for that alternative) b) Rewrite payoff matrix in terms of regret c) Minimize maximum regret (minimax)

Regret (2) Example: S1 S2 S3 A1 100 40 30 A2 70 80 20 0 40 80 0 40 80 30 0 90 100 80 0

Regret (3) Problem: Sensitivity to Irrelevant Alternatives 0 40 0 30 0 10 NOTE: Reversal of evaluation if alternative dropped Problem: Potential Intransitivities

Weighted Index Approach (1) Decision Rule a) Portray each choice with its deterministic attribute -- different from payoff matrix For example: Material Cost Density A $50 11 B $60 9

Weighted Index Approach (2) b) Normalize table entries on some standard, to reduce the effect of differences in units. This could be a material (A or B); an average or extreme value, etc. For example: Material Cost Density A 1.00 1.000 B 1.20 0.818 c) Decide according to weighted average of normalized attributes.

Weighted Index Approach (3) Problem 1: Sensitivity to Normalization Example: Normalize on A Normalize on B Matl $ Dens $ Dens A 1.00 1.000 0.83 1.22 B 1.20 0.818 1.00 1.00 Weighting both equally, we have A > B (2.00 vs. 2.018) B > A (2.00 vs. 2.05)

Weighted Index Approach (4) Problem 2: Sensitivity to Irrelevant Alternatives As above, evident when introducing a new alternative, and thus, new normalization standards. Problem 3: Sensitivity to Framing “irrelevant attributes” similar to Laplace criterion (or any other using weights)

Example from Practice Sydney Environmental Impact Statement 10 potential sites for Second Airport About 80 characteristics The choice from first solution … not chosen when poor choices dropped … best choices depended on aggregation of attributes Procedure a mess -- totally dropped

Summary Primitive Models are full of problems Yet they are popular because people have complex spreadsheet data they seem to provide simple answers Now you should know why to avoid them!