Decision–Making and the Information System

<p>INTRODUCTION ix</p>
<p>CHAPTER 1. DECISION–MAKING 1</p>
<p>1.1. Normative theory versus engineering theory 3</p>
<p>1.2. The decision process 5</p>
<p>1.2.1. Simon s IDC model 5</p>
<p>1.2.2. Supplementing the IDC model 8</p>
<p>1.2.3. Structuring decisions 10</p>
<p>1.2.4. Defined problems (tame) and undefined problems (wicked) 10</p>
<p>1.2.5. Group decision–making 12</p>
<p>1.3. Decision–making within the organization 13</p>
<p>1.3.1. Managing a complex system 13</p>
<p>1.3.2. The main components of the management system 15</p>
<p>1.3.3. Indicator, index and information useful to the decision maker 20</p>
<p>1.3.4. Typology of objectives and indicators 22</p>
<p>1.3.5. Support to define the global management system or support for action decisions? 24</p>
<p>1.3.6. Management levels 27</p>
<p>1.3.7. Toward decision support for the three management levels 30</p>
<p>1.3.8. Standardizing decisions 31</p>
<p>1.3.9. Taking into account the dynamic of organizations and their environment 32</p>
<p>1.4. Changes to management within organizations 33</p>
<p>1.4.1. Connections with the environment 33</p>
<p>1.4.2. Boundaries 34</p>
<p>1.4.3. Innovation 36</p>
<p>1.4.4. Requirements linked to information systems 36</p>
<p>1.4.5. Changes to public institutions: territorial authorities 39</p>
<p>CHAPTER 2. DECISION SUPPORT SYSTEMS 43</p>
<p>2.1. DSS: definitions and typologies 44</p>
<p>2.1.1. Definitions 44</p>
<p>2.1.2. Standard components of a decision support system 47</p>
<p>2.1.3. Typologies of decision support systems 48</p>
<p>2.1.4. A brief history of research in the domain 51</p>
<p>2.1.5. Business intelligence 53</p>
<p>2.1.6. A specific type of decision support tool: Big Data 55</p>
<p>2.1.7. Criticisms leveled at business intelligence 62</p>
<p>2.2. DSS engineering 62</p>
<p>2.2.1. The components of a design method for IT systems or DSS 63</p>
<p>2.2.2. Requirements engineering (not specific to DSS) 69</p>
<p>2.2.3. Requirements engineering for DSS 75</p>
<p>CHAPTER 3. THE INFLUENCE OF DSS ON DECISION–MAKING AND ASSOCIATED RISKS 89</p>
<p>3.1. Factors influencing decision–making 90</p>
<p>3.1.1. The three types of problem–solving error 92</p>
<p>3.1.2. The role of perspectives in problem formulation 93</p>
<p>3.1.3. Mental representations, worldviews and beliefs 94</p>
<p>3.1.4. The influence of management technologies 97</p>
<p>3.1.5. IS: performative systems 98</p>
<p>3.1.6. Indicators: an extreme case of reduced complexity 99</p>
<p>3.1.7. IT: a technology of representations 101</p>
<p>3.1.8. DSS: support and/or constraint? 103</p>
<p>3.1.9. Big Data: a massive effect of reality 104</p>
<p>3.1.10. DSS as systems of influence: persuasive technologies 105</p>
<p>3.1.11. Conclusion 108</p>
<p>3.2. Risks linked to the use of DSS in decision–making 108</p>
<p>3.2.1. Inaccuracies in the results produced 109</p>
<p>3.2.2. Confusing the map and the territory 112</p>
<p>3.2.3. The risk of losing diversity 114</p>
<p>3.2.4. Toward more and more predictivity? 117</p>
<p>3.2.5. Exacerbated risks in the case of decisions defining the management system 123</p>
<p>CHAPTER 4. ELEMENTS FOR ETHICAL DSS DESIGN 127</p>
<p>4.1. Computer ethics 129</p>
<p>4.1.1. A brief history 129</p>
<p>4.1.2. Ethical theories 131</p>
<p>4.1.3. The values of computer ethics 134</p>
<p>4.1.4. Ethics in IT system development 136</p>
<p>4.2. Ethics in DSS development 138</p>
<p>4.2.1. A brief history/state–of–the–art 138</p>
<p>4.2.2. A reminder of the issues 144</p>
<p>4.2.3. Design phases to be favored 147</p>
<p>4.2.4. Conclusion 149</p>
<p>4.3. Our contribution to an engineering of responsibility 149</p>
<p>4.3.1. The doxai, principles and norms (DPN) model 150</p>
<p>4.3.2. Applying the DPN model for evaluation 154</p>
<p>GENERAL CONCLUSION 161</p>
<p>BIBLIOGRAPHY 167</p>
<p>INDEX 187</p>