Advances In Collective Decision Making

This book presents research on recent developments in collective decision-making. With contributions from leading scholars from a variety of disciplines, it provides an up-to-date overview of applications in social choice theory, welfare economics, and industrial organization. The contributions address, amongst others, topics such as measuring power, the manipulability of collective decisions, and experimental approaches. Applications range from analysis of the complicated institutional rules of the European Union to responsibility-based allocation of cartel damages or the design of webpage rankings. With its interdisciplinary focus, the book seeks to bridge the gap between different disciplinary approaches by pointing to open questions that can only be resolved through collaborative efforts.

This book is focused on fuzzy group decision making, offering technical details including methodology, collaboration and aggregation mechanisms, system architectures, and applications. It explores the two categories of fuzzy-group decision making - anterior-aggregation and posterior-aggregation – and highlights how imperative collaboration amongst decision makers is for both forms. Advances in Fuzzy Group Decision Making will be of interest to researchers in decision making, artificial intelligence, soft computing, operations management, and information management, as well as practicing managers and engineers.

One of the main challenges facing contemporary society is to understand how people can make decisions together. Understanding Collective Decision Making builds on evolutionary theories and presents an analytical tool to analyse and visualise collective decision making. By combining theoretical research with real world case studies, the authors provide a coherent and conclusive solution to the often fragmented and dispersed literature on the subject.

The rapidly evolving business and technology landscape demands sophisticated decision-making tools to stay ahead of the curve. Advances in Complex Decision Making: Using Machine Learning and Tools for Service-Oriented Computing is a cutting-edge technical guide exploring the latest decision-making technology advancements. This book provides a comprehensive overview of machine learning algorithms and examines their applications in complex decision-making systems in a service-oriented framework. The authors also delve into service-oriented computing and how it can be used to build complex systems that support decision making. Many real-world examples are discussed in this book to provide a practical insight into how discussed techniques can be applied in various domains, including distributed computing, cloud computing, IoT and other online platforms. For researchers, students, data scientists and technical practitioners, this book offers a deep dive into the current developments of machine learning algorithms and their applications in service-oriented computing. This book discusses various topics, including Fuzzy Decisions, ELICIT, OWA aggregation, Directed Acyclic Graph, RNN, LSTM, GRU, Type-2 Fuzzy Decision, Evidential Reasoning algorithm and robust optimisation algorithms. This book is essential for anyone interested in the intersection of machine learning and service computing in complex decision-making systems.

This title looks at decision making from the manager’s viewpoint and aims to help you to improve your decision making. It also recognises that, in business today, decision making is everyone’s responsibility. Decision making for staff, who are not managers, is often through involvement in team decisions and the module also explores the benefits and limitations of team decision making.

Publication of the Handbook of Group Decision and Negotiation marks a milestone in the evolution of the group decision and negotiation (GDN) eld. On this occasion, editors Colin Eden and Marc Kilgour asked me to write a brief history of the eld to provide background and context for the volume. They said that I am in a good position to do so: Actively involved in creating the GDN Section and serving as its chair; founding and leading the GDN journal, Group Decision and Negotiation as editor-in-chief, and the book series, “Advances in Group Decision and Negotiation” as editor; and serving as general chair of the GDN annual meetings. I accepted their invitation to write a brief history. In 1989 what is now the Institute for Operations Research and the Management Sciences (INFORMS) established its Section on Group Decision and Negotiation. The journal Group Decision and Negotiation was founded in 1992, published by Springer in cooperation with INFORMS and the GDN Section. In 2003, as an ext- sion of the journal, the Springer book series, “Advances in Group Decision and Negotiation” was inaugurated.

When a group makes a decision, that decision carries a lot more weight than when just one person does it. Think of the founding fathers of the American constitution and how much power and influence their ideas have had in the entire world for more than two hundred years. Also think of gravity, a universal force brought about by an enormous number of minute particles that band together to make a universal law. Together, they create a massive force, a law of nature; alone they can barely be noticed. That is how our minds work by deciding together to create a power that transcends our individuality. Group decision making is a gift and an opportunity to create greater influence through the working together of many minds. This book shows how to use the Analytic Hierarchy Process for hierarchical decision making and the Analytic Network Process for decision making in networks with dependence and feedback in group decision making. Part I discusses the group and the decision and shows the importance of using a structured process, particularly for those high value decisions involving many powerful parties with different interests. It discusses how to facilitate a group decision, combine individual judgments and smooth differences to arrive at a decision that everyone can live with and get behind. Part II discusses the group in planning and how to draw out differences. Part III is about conflict resolution and Part IV is about how to address significant issues that come up in group decision making and shows that it is possible to construct an overall group preference.