Complex Decisions: Quantitative Variables and Qualitative Variables

Josep Maria Rosanas
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Josep Maria Rosanas: Organizations and Humanities IESE Business School

Chapter 2 in Decision-Making in an Organizational Context, 2013, pp 28-42 from Palgrave Macmillan

Abstract: Abstract By “complex decisions” we mean decisions that have no technical or operational solution, i.e., there is no established procedure that describes in detail all the necessary steps or operations for making them. Complex decisions usually involve several people and several (often many) variables; and to solve them we must take various (often many) criteria into account, some of which cannot be quantified but are important, perhaps not immediately but in the near or distant future. Inevitably, it can be difficult even to establish the existence of certain variables and so may be establishing how they relate to the problem at hand. An “operational problem”, in contrast, is one where there is a preestablished solution, which can be achieved by following clearly defined steps. Most “technical” problems (i.e., those with a major scientific or technical component) are of this kind. “Technical” problems are problems which two or more experts in the field would solve in essentially the same way.

Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-32415-3_3

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DOI: 10.1057/9781137324153_3

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