The Unifying Vision Process: Value beyond Traditional Decision Analysis in Multiple-Decision-Maker Environments

Michael W. Kusnic and Daniel Owen
Additional contact information
Michael W. Kusnic: Decision Support Center, General Motors Corporation, 3044 West Grand Boulevard 6-243, Detroit, Michigan 48202
Daniel Owen: Decision & Risk Analysis, Inc., Detroit Area Office, 954 Pine Tree Road, Lake Orion, Michigan 48362

Interfaces, 1992, vol. 22, issue 6, 150-166

Abstract: A new process for the application of decision analysis and other analytical methodologies, called the unifying vision process, can be very valuable in multiple-decision-maker environments. This process is valuable because it removes constraints on the analysis and increases the likelihood that the recommendations will be implemented. Its value is the consequence of establishing a unified vision or “sense of how the world works” among the multiple decision makers. The unified vision is not a compromise but a new, superordinate vision that encompasses the visions initially held by all of the decision makers. The establishment of a unified vision is enabled by the learning that occurs throughout the process.

Keywords: decision analysis: applications; industries: transportation equipment (search for similar items in EconPapers)
Date: 1992
References: Add references at CitEc
Citations: View citations in EconPapers (6)

Downloads: (external link)
http://dx.doi.org/10.1287/inte.22.6.150 (application/pdf)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:inm:orinte:v:22:y:1992:i:6:p:150-166

Access Statistics for this article

More articles in Interfaces from INFORMS Contact information at EDIRC.
Bibliographic data for series maintained by Chris Asher ().