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[Sample B: Approval/Signature Sheet] - George Mason University

[Sample B: Approval/Signature Sheet] - George Mason University

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objective need to be identified during the interviews with DMs and the analysis of the<br />

gold standard documents.<br />

Next, similar ideas should be aggregated in order to ―organize and summarize<br />

natural groupings among them to understand the essence of the problem.‖ 41 Such<br />

aggregation should form a ―complete, non-redundant, and independent set‖ 42 , in other<br />

words, should be mutually exclusive and collective exhaustive. The final output should<br />

be the identification of the fundamental objectives considered to be relevant to the<br />

decision context.<br />

It is important to emphasize the difference between fundamental objectives and<br />

means objectives. The former represent the essential reasons for interest in the decision<br />

situation and they are structured in a fundamental objectives network, while the latter are<br />

important because of their implications for some other objective and are structured in a<br />

means-ends network.<br />

This concept is explained by Keeney:<br />

in a fundamental objectives hierarchy the lower level objectives under any higherlevel<br />

objective are the answer to the question ―What aspects of the higher-level<br />

objective are important?‖…In a means-ends objectives network, the lower-level<br />

objectives under any higher-level objective are the answer to the question ―How<br />

can the higher-level objective be better achieved?‖ 43<br />

In a mean-ends network, the lower-level objective is a means to the higher-level<br />

objective, showing causal relationship. Also, the means objectives are ―not a collective<br />

41<br />

Michael Brassard and Diane Ritter, The Memory Jogger 2: Tools for Continuous Improvement and<br />

Effective Planning, 2nd ed. (Goal/QPC, 2010), 12.<br />

42<br />

G. S. Parnell et al., ―Foundations 2025: A Value Model for Evaluating Future Air and Space Forces,‖<br />

Management Science 44, no. 10 (10, 1998): 1339.<br />

43 Keeney, Value-Focused Thinking, 71.<br />

21

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