Decision

of these articles acts of the decision generally. For the decision of courts see decision (court).

Decision is the conscious or unconscious selection between several options after decision making. Decisions are based on the decision theory. A decision describes the voting from a quantity of at least two action alternative, whereby the option represents, not to select (omission alternative), likewise an alternative course of action. No decision is present, if the consequences are equal action alternatives and/or are not realizable the action alternatives.

The difference between a decision and a computation lies in the fact that for a decision not all facts, which would be necessary for a computation can be raised. Either because the collection would be uneconomic or because the factors, which flow, are so different that they cannot be compared.

Shortened one can say: A decision is always based on uncertainty.

Therefore decisions are often disputed, since everyone occupies the remaining uncertainty with other acceptance.

Decision makers know both humans and technical devices and/or. Plants its.

Decisions are usually, necessary and necessary in all fields of the science and in all areas of life. They cause a change in each case with the decision article. Each humans fall i.d.R. thousands of decisions daily, which are settled in fractions of a second however often (automatism). Machines fell world-wide per second such a high number at decisions that they are not appreciable.

The most important rule to cases of decisions is that the decision falls all the easier, the smaller the uncertainty actual each decision falls more easily, if more information to the decision need is present.

In the decision theory methods become like e.g. the simple efficiency analysis (NWA) or more precise analytics Hierarchy Process (AHP) to be used, with that criteria in the sense by criteria and alternatives in the sense by proposals for solution be represented, compared and evaluated, in order to find the optimal solution to a decision or a problem definition.

There are rational decisions and limit rational decisions, thus opting after the rationalism.

Of “preliminary decision” predominantly in the connection of empirically ascertainable facts one speaks (i.e. rather in the context of psychological realization), during “basic decision” (fundamental option) concerns the Metaebene of the human liberty and its fundamental moral actualization opened by speculative reflection.

The word is to decide of, thus e.g. comes, there one pulls the sword from its sheath then evenly between fights themselves and/or. do not fight decided.

examples

• decision by humans one meets:
  • Life or death (e.g. Sterbehilfe)?
  • Escape or defense?
  • War or peace?
  • Before or dear relationship?

• Decision is made by technical solutions:
  • Sorter (templates): Does the object k correspond to the requirements of the class A or b?
  • Photoelectric cell: Sufficient or not sufficient light for a circuit?
  • Program: Is the value w larger than x? Implement the subroutine y . Is the value smaller than x? Implement the subroutine z .

other decisions

decisions can be also uncontrollable, e.g. with the football “the crucial gate” (decision over victory or defeat of a play) or the Lotterielos (luck/pitch). In the medicine a physician in a diagnosis decides on available diseases (decision for one of many diseases). In the iurisdiction decisions are certain verdicts (see. Resolution and judgement). With the sport the decisions of the arbitrator count as indisputable for the time of the play (fact decision).

programmable ones and non-programmable decisions

programmable decisions arise in cases of routine , in which due to experiences already solutions are minimal given and new realizations. A well-known and defined operational process is present, which and only little evaluation is clearly structured required.

In contrast to it non-programmable decisions represent a large challenge, because they must meet in a new, not repeating situation. Managers are requested to develop solution alternatives for a singular situation and select the best. Creative thinking promotes the quality of these operational or strategic decisions and should not not be neglected.

individual ones or group decisions

due to the increasing decentralization of organizations, are encouraged individuals to make decisions in certain situations themselves and to carry for the consequences alone responsibility.

Decisions from groups become however from several persons in the organization together please. The advantage of this decision style consists of the fact that the involved ones are merged in the decision-making process and can to the success of decision making contribute, by exchanging specialized knowledge and new ideas. Solidarity and communication between the group members increase the ability to determine solution alternatives and solve problems effectively.

If the situation is however not favorable and the persons not motivated, then the group members will feel less responsible for will want themselves to extract from the consequences the met decision and.

Whether the individual or group decision is to be selected, depends therefore also on the situation and the moral of the persons.

quotation

if it for the alternatives equal good arguments gives, can let the coincidence decide one. - Werner Winkler (problems fast and simply loosen, ISBN 3636070010, S. to 137)

see also

• option
• Rationalität
• decision theory
• social choice theory
• decision style
• Dezisionismus
• resolution, selection, evaluation, choice, selection, Triage
• decision problem
• difference, distinction, equality, characteristic, attribute

literature

• Domschke, W. and Scholl A.: Bases of the management economics - an introduction from decision-oriented view, Springer publishing house 2003. ISBN 3-5404-3993-5
• Dinkelbach, W. and small A.: Elements of economical decision teachings, Springer publishing house 1996. ISBN 3-5406-1569-5
• Werner, L.: Decision support systems, Heidelberg: Physica publishing house 1992. ISBN 3-7908-0637-4
• likes, W.: Decision and information, Munich: Publishing house Franz Vahlen 1988. ISBN 3-8006-0617-8
• Simon, H. A.: Models OF one Taylor & Francis 1987. ISBN 0-8240-8217-6
• Annette Krenovsky and Wilfried rider: It does not only err the boss. '. , Kösel. ISBN 3-4663-0630-2

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Wiktionary: Decision - word origin, synonyms and translations