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Rationality in systems engineering: Beyond calculation or political action

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  • Don P. Clausing
  • Konstantinos V. Katsikopoulos

Abstract

This paper is written in favor of rationality in systems engineering. Operational rationality is the foundation for the improvement of quality, cost, and delivery (QCD) that leads to continued success in the market place. On both sides of operational rationality lie pitfalls that plague most systems‐engineering decision making. On one side lies hand waving and political action. On the opposite side lies mathematical certainty, very enticing to the educated mind, but lacking in broad decision‐making capability. In this paper we set forth the principles of operational rationality in systems engineering. These principles guide the evaluation, improvement, and development of systems‐engineering practices and methods. © 2008 Wiley Periodicals, Inc. Syst Eng

Suggested Citation

  • Don P. Clausing & Konstantinos V. Katsikopoulos, 2008. "Rationality in systems engineering: Beyond calculation or political action," Systems Engineering, John Wiley & Sons, vol. 11(4), pages 309-328, December.
    • Handle: RePEc:wly:syseng:v:11:y:2008:i:4:p:309-328
    DOI: 10.1002/sys.20102
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    References listed on IDEAS

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    1. Fey,Victor & Rivin,Eugene, 2005. "Innovation on Demand," Cambridge Books, Cambridge University Press, number 9780521826204, September.
    2. Don Clausing & Daniel D. Frey, 2005. "Improving system reliability by failure‐mode avoidance including four concept design strategies," Systems Engineering, John Wiley & Sons, vol. 8(3), pages 245-261, September.
    3. Yoram Wind & Thomas L. Saaty, 1980. "Marketing Applications of the Analytic Hierarchy Process," Management Science, INFORMS, vol. 26(7), pages 641-658, July.
    4. Ralph L. Keeney, 2004. "Making Better Decision Makers," Decision Analysis, INFORMS, vol. 1(4), pages 193-204, December.
    5. Daniel Kahneman, 2003. "Maps of Bounded Rationality: Psychology for Behavioral Economics," American Economic Review, American Economic Association, vol. 93(5), pages 1449-1475, December.
    Full references (including those not matched with items on IDEAS)

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    Cited by:

    1. John Wood & Shahram Sarkani & Thomas Mazzuchi & Timothy Eveleigh, 2013. "A framework for capturing the hidden stakeholder system," Systems Engineering, John Wiley & Sons, vol. 16(3), pages 251-266, September.
    2. Timothy D. Blackburn & Thomas A. Mazzuchi & Shahram Sarkani, 2012. "Using a TRIZ framework for systems engineering trade studies," Systems Engineering, John Wiley & Sons, vol. 15(3), pages 355-367, September.
    3. Konstantinos V. Katsikopoulos, 2009. "Coherence and correspondence in engineering design: informing the conversation and connecting with judgment and decision-making research," Judgment and Decision Making, Society for Judgment and Decision Making, vol. 4(2), pages 147-153, March.
    4. Katsikopoulos, Konstantinos V. & Egozcue, Martin & Garcia, Luis Fuentes, 2022. "A simple model for mixing intuition and analysis," European Journal of Operational Research, Elsevier, vol. 303(2), pages 779-789.
    5. Katsikopoulos, Konstantinos V. & Durbach, Ian N. & Stewart, Theodor J., 2018. "When should we use simple decision models? A synthesis of various research strands," Omega, Elsevier, vol. 81(C), pages 17-25.
    6. Clement Smartt & Susan Ferreira, 2012. "Constructing a general framework for systems engineering strategy," Systems Engineering, John Wiley & Sons, vol. 15(2), pages 140-152, June.
    7. repec:cup:judgdm:v:4:y:2009:i:2:p:147-153 is not listed on IDEAS

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