Decision maker preferences for information in complex decision making: New directions for OR intervention

Abstract

Operations research models are used in many business and non-business entities to support a variety of decision making activities, primarily well-defined, operational decisions. This is due to the traditional emphasis of these models on optimal solutions to pre-specified problems. Some attempts have been made to use OR models in support of more complex, strategic decision making. Traditionally, these models have been developed without explicit consideration for the information processing abilities and limitations of the decision makers, who interact with, provide input to, and receive output from such models. Research in judgement and decision making show that human decisions are influenced by a number of factors including, but not limited to, information presentation modes; information content, modes, e.g., quantitative versus qualitative; order effects such as primacy, recency; and simultaneous versus sequential presentation of data. This article presents empirical research findings involving executive business decision makers and their preferences for information in decision making scenarios. These preference functions were evaluated using OR techniques. The results indicate that decision makers view information in different ways. Some decision makers prefer qualitative, narrative, social information, whereas other prefer quantitative, numerical, firm specific information. Results also show that decision making tasks influence the preference structure of decision makers, but that in general, the preference are relatively stable across tasks. The results imply that for OR models to be more useful in support of non-routine decision making, attention needs to be focused on the information content and presentation effects of model inputs and outputs.