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

Author

Listed:
  • 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)

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.

Suggested Citation

  • Michael W. Kusnic & Daniel Owen, 1992. "The Unifying Vision Process: Value beyond Traditional Decision Analysis in Multiple-Decision-Maker Environments," Interfaces, INFORMS, vol. 22(6), pages 150-166, December.
    • Handle: RePEc:inm:orinte:v:22:y:1992:i:6:p:150-166
    DOI: 10.1287/inte.22.6.150
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    Citations

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    Cited by:

    1. Little, John D. C., 1993. "On model building," Working papers 3556-93., Massachusetts Institute of Technology (MIT), Sloan School of Management.
    2. Daniel Owen, 2015. "Collaborative Decision Making," Decision Analysis, INFORMS, vol. 12(1), pages 29-45, March.
    3. Robert F. Bordley, 2023. "Lessons for Decision-Analysis Practice from the Automotive Industry," Interfaces, INFORMS, vol. 53(3), pages 240-246, May.
    4. Donald L. Keefer & Craig W. Kirkwood & James L. Corner, 2004. "Perspective on Decision Analysis Applications, 1990–2001," Decision Analysis, INFORMS, vol. 1(1), pages 4-22, March.
    5. A Morton & D Bird & A Jones & M White, 2011. "Decision conferencing for science prioritisation in the UK public sector: a dual case study," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(1), pages 50-59, January.
    6. Cameron A. MacKenzie & Kristy A. Bryden & Anna A. Prisacari, 2020. "Integrating narratives into decision making for complex systems engineering design issues," Systems Engineering, John Wiley & Sons, vol. 23(1), pages 65-81, January.

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