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Everyone makes decisions, but not everyone is a decision analyst. A
decision analyst uses quantitative models and computational methods
to formulate decision algorithms, assess decision performance,
identify and evaluate options, determine trade-offs and risks,
evaluate strategies for investigation, and so on. This book is
written for decision analysts.
Approach your problems from the right end It isn't that they can't see the solution. It is and begin with the answers. Then one day, that they can't see the problem. perhaps you will find the final question. G. K. Chesterton. The Scandal of Father 'The Hermit Clad in Crane Feathers' in R. Brown The point of a Pin'. van Gulik's The Chinese Maze Murders. Growing specialization and diversification have brought a host of monographs and textbooks on increasingly specialized topics. However, the "tree" of knowledge of mathematics and related fields does not grow only by putting forth new branches. It also happens, quite often in fact, that branches which were thought to be completely disparate are suddenly seen to be related. Further, the kind and level of sophistication of mathematics applied in various sciences has changed drastically in recent years: measure theory is used (non trivially) in regional and theoretical economics; algebraic geometry interacts with physics; the Minkowsky lemma, coding theory and the structure of water meet one another in packing and covering theory; quantum fields, crystal defects and mathematical programming profit from homotopy theory; Lie algebras are relevant to filtering; and prediction and electrical engineering can use Stein spaces. And in addition to this there are such new emerging subdisciplines as "experimental mathematics," "CFD," "completely integrable systems," "chaos, synergetics and large-scale order," which are almost impossible to fit into the existing classification schemes. They draw upon widely different sections of mathematics."
The aim of the book is to develop methodology for reliablity
analysis which is particularly suited to the types of partial
information characteristic of mechanical systems and structures.
Innovations create both opportunities and dilemmas. They provide new and supposedly better opportunities, but - because of their newness - they are often more uncertain and potentially worse than existing options. Recent inventions and discoveries include new drugs, new energy sources, new foods, new manufacturing technologies, new toys and new pedagogical methods, new weapon systems, new home appliances and many other discoveries and inventions. Is it better to use or not to use a new and promising but unfamiliar and hence uncertain innovation? That dilemma faces just about everybody. The paradigm of the innovation dilemma characterizes many situations, even when a new technology is not actually involved. The dilemma arises from new attitudes, like individual responsibility for the global environment, or new social conceptions, like global allegiance and self-identity transcending nation-states. These dilemmas have far-reaching implications for individuals, organizations, and society at large as they make decisions in the age of innovation. The uncritical belief in outcome-optimization - "more is better, so most is best" - pervades decision-making in all domains, but is often irresponsible when facing the uncertainties of innovation. There is a great need for practical conceptual tools for understanding and managing the dilemmas of innovation. This book offers a new direction for a wide audience. It discusses examples from many fields, including e-reading, bipolar disorder and pregnancy, disruptive technology in industry, stock markets, agricultural productivity and world hunger, military hardware, military intelligence, biological conservation, on-line learning, and more.
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