A study of high-level managerial decision processes, with implications for MCDM research

Abstract

We study six real-world major strategic decisions and discuss the role that analytic Multiple Criteria Decision Making (MCDM) models could play in helping decision makers structure and solve such problems. We have interviewed successful and well-educated managers who had access to quantitative decision models, but did not use them as part of their decision process. Our approach is a clinical one that takes a close look at the decision processes. We believe that the normative MCDM framework is oversimplified and does not always fit well with complex, real-world organizational decision processes. This may be one reason why decision tools are not used more widely for solving high-level decision problems. We believe that it would be worthwhile to revise some of the MCDM mainstream postulates and practices to make existing models and tools more suitable for practical purposes. The MCDM mainstream research has until today focused on the choice among alternatives. One should realize that MCDM models could also be used in creating alternatives, in assessing the importance of criteria, in providing the decision makers with “post-commitment support”, and as part of a devil's advocate approach.