Value-Focused Thinking: A Path to Creative Decisionmaking
Value-Focused Thinking: A Path to Creative Decisionmaking
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发表时间：
1992-04
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通讯作者：
R. Keeney
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作者：
R. Keeney
第一部分：概念1.思考价值观1.1以价值为中心的思考1.2创造替代方案1.3识别决策机会1.4思考价值观1.5以价值为中心的思考的用途2.以价值为中心的思维框架2.1制定决策情境2.2基本目标2.3决策背景2.4指导战略思维和行动2.5框架2.6比较以选择为中心和以价值为中心的思维2.7伦理和价值中立第2部分：基础3.识别和结构化目标3.1识别目标3.2识别基本目标3.3目标的结构3.4如何结构化目标3.5基本目标的理想属性3.6相关目标层次结构和目标网络3.7不完整的目标层次结构和网络3.8组的目标层次结构4.测量目标的实现4.1属性的概念4.2属性的类型4.3开发构造属性4.4代理属性的使用4.5属性的理想属性4.6选择属性的决定4.7将决策情境与属性连接5.用价值模型量化目标5.1建立价值模型5.2多目标价值模型5.3单目标价值模型5.4优先目标5.5评估价值模型的艺术5.6价值评估中需要考虑的问题第3部分：用途6. 6.发现隐藏目标6.1从属性的洞察6.2从违反独立性假设的洞察6.3从价值权衡的洞察6.4从单属性目标函数的洞察6.5从多个价值评估的洞察7. 7.1消除认知偏差7.2目标的使用7.3战略目标的使用7.4关注高目标价值替代方案7.5评估替代方案的使用7.6通用替代方案7.7协调替代方案7.8过程替代方案7.9消除限制7.10更好地利用资源7.11筛选以确定良好的替代方案7.12一系列类似决定的替代方案8.为多个决策者创造替代方案8.1取悦其他利益相关者8.2利益相关者对你的结果的影响8.3澄清利益相关者对群体决策的价值8.4为谈判创造替代方案9.识别决策机会9.1战略目标的使用9.2可用资源的使用9.3更广泛的决策背景9.4监控成果9.5建立一个过程9.6为你方和另一方谈判9.7在正确的时间出现在正确的地点9.8当你不知道该做什么的时候10.决策过程的见解10.1指导信息收集10.2评估备选方案10.3互连决策10.4改善沟通10.5促进参与多利益相关者决策10.6指导战略思维第4部分：应用11. 11.1美国宇航局在太空中的领导地位11.2运输核废料11.3气候变化研究11.4洛杉矶的空气污染11.5集成电路测试仪的设计11.6合作写书12.不列颠哥伦比亚省Hydra以价值为中心的思维12.1战略目标的确定和结构12.2战略目标和初步属性的第一次修订12.3战略目标和属性的当前版本12.4定量价值评估12.5价值评估的见解12.6决策机会13. 13.1生活的战略目标13.2指导专业活动的参与13.3关于健康和安全的决定13.4专业决定13.5个人决定13.6以价值为中心的思考和你的参考应用和例子索引一般索引
PART 1: Concepts 1. Thinking about Values 1.1 Value-Focused Thinking 1.2 Creating Alternatives 1.3 Identifying Decision Opportunities 1.4 Thinking about Values 1.5 The Uses of Value-Focused Thinking 2. The Framework of Value-Focused Thinking 2.1 Framing a Decision Situation 2.2 Fundamental Objectives 2.3 The Decision Context 2.4 Guiding Strategic Thinking and Action 2.5 The Framework 2.6 Comparing Alternative-Focused and Value-Focused Thinking 2.7 Ethics and Value Neutrality Part 2: Foundations 3. Identifying and Structuring Objectives 3.1 Identifying Objectives 3.2 Identifying Fundamental Objectives 3.3 Structures of Objectives 3.4 How to Structure Objectives 3.5 Desirable Properties of Fundamental Objectives 3.6 Relating Objectives Hierarchies and Objectives Networks 3.7 Incomplete Objectives Hierarchies and Networks 3.8 Objectives Hierarchies for Groups 4. Measuring the Achievement of Objectives 4.1 The Concept of an Attribute 4.2 The Types of Attributes 4.3 Developing Constructed Attributes 4.4 Use of Proxy Attributes 4.5 Desirable Properties of Attributes 4.6 The Decision of Selecting Attributes 4.7 Connecting Decision Situations with Attributes 5. Quantifying Objectives with a Value Model 5.1 Building a Value Model 5.2 Multiple-Objective Value Models 5.3 Single-Objective Value Models 5.4 Prioritizing Objectives 5.5 The Art of Assessing Value Models 5.6 Issues to Consider in Value Assessments Part 3: Uses 6. Uncovering Hidden Objectives 6.1 Insights from Attributes 6.2 Insights from Violations of Independence Assumptions 6.3 Insights from Value Tradeoffs 6.4 Insights from Single-Attribute Objective Functions 6.5 Insights from Multiple Value Assessments 7. Creating Alternatives for a Single Decisionmaker 7.1 Counteracting Cognitive Biases 7.2 Use of Objectives 7.3 Use of Strategic Objectives 7.4 Focus on High-Value Alternatives 7.5 Use of Evaluated Alternatives 7.6 Generic Alternatives 7.7 Coordinated Alternatives 7.8 Process Alternatives 7.9 Removing Constraints 7.10 Better Utilization of Resources 7.11 Screening to Identify Good Alternatives 7.12 Alternatives for a Series of Similar Decisions 8. Creating Alternatives for Multiple Decisionmakers 8.1 Pleasing Other Stakeholders 8.2 Stakeholder Influence on Your Consequences 8.3 Clarifying Stakeholder Values for Group Decisions 8.4 Creating Alternatives for Negotiations 9. Identifying Decision Opportunities 9.1 Use of Strategic Objectives 9.2 Use of Resources Available 9.3 A Broader Decision Context 9.4 Monitoring Achievement 9.5 Establishing a Process 9.6 Negotiating for Your Side and for the Other Side 9.7 Being in the Right Place at the Right Time 9.8 When You Have No Idea about What to Do 10. Insights for the Decisionmaking Process 10.1 Guiding Information Collection 10.2 Evaluating Alternatives 10.3 Interconnecting Decisions 10.4 Improving Communication 10.5 Facilitating Involvement in Multiple-Stakeholder Decisions 10.6 Guiding Strategic Thinking Part 4: Applications 11. Selected Applications 11.1 NASA Leadership in Space 11.2 Transporting Nuclear Waste 11.3 Research on Climate Change 11.4 Air Pollution in Los Angeles 11.5 Design of Integrated Circuit Testers 11.6 Collaborating on a Book 12. Value-Focused Thinking at British Columbia Hydra 12.1 Identification and Structuring of the Strategic Objectives 12.2 First Revision of the Strategic Objectives and the Preliminary Attributes 12.3 Current Version of the Strategic Objectives and Attributes 12.4 The Quantitative Value Assessment 12.5 Insights from the Value Assessment 12.6 Decision Opportunities 13. Value-Focused Thinking for My Decisions 13.1 Strategic Objectives for Life 13.2 Guiding Involvement in Professional Activities 13.3 Decisions about Health and Safety 13.4 Professional Decisions 13.5 Personal Decisions 13.6 Value-Focused Thinking and You References Index of Applications and Examples General Index