If you then add one or two objectives or sub-objectives based on the cons of the best alternative, you can send a link to participants to re-evaluate the project and click on 'next unassessed' to enter the few additional judgments necessary.
Perhaps the most important reason is that your intuition does not agree with the results. AHP and Expert Choice models are unlike any other economic or management models in that they can and should incorporate any and all considerations -- qualitative as well as quantitative, subjective as well as objective.
With adequate iteration, the results obtained with Expert Choice will always make sense. In some cases, the iteration will change the priorities of the alternatives to match ones intuition while in other cases ones intuition will change due to insights gained from the model.
There is no fixed sequence for iteration. In some cases, it might be obvious that additional alternatives should be identified or designed. In other cases, additional objectives added to the objectives hierarchy.
Participant roles and judgments might need to be reexamined and discussed. For either of the above cases you can return to the Structuring step at the top level workflow, or click on the link to structuring in the structuring tabby under this Iteration step which will take you there as well. In some cases you might want to review the judgments made in the Measurement step.
You can return to the Measurement step at the top level workflow, or click on the link to Measurement in the Measurement tabby under this Iteration step which will take you there as well. Hint: Before iterating, you might want to make a copy of the project using the Save as option found in the Home Projects page:. Regardless of what steps might be involved in iteration, the time required for iteration should be included in planning the decision process, and never as an afterthought.
If iteration is required but not performed, two important benefits of the decision process are jeopardized: The ability to justify the decision to others who might object or delay, and the ability to track the success of the decision process over time.
Thomas Saaty at the Wharton School of Business. Saaty joined Dr. Forman adapted AHP to be able to handle complex interactions that exist alternative and objective priorities to correctly handle rank reversals. Forman also introduced algorithms to permit synchronous and asynchronous data collection from teams to perform sensitivity analyses.
In the late 80's Forman expanded Expert Choice Comparion to include optimized resource allocations based on AHP derived priorities, subject to resource constraints and dependencies. Through the 90s, Forman also introduced advances to optimize across time periods, include collaborative brainstorming features, and consensus views.
Recent advances include added structural capabilities, algorithms and the introduction of simulation to reflect advances made in behavioral science to accommodate identification and measurement of risk and opportunity with uncertainty. To learn more read HBR's A brief history of decision-making. Expert Choice software engages decision makers by structuring a decision into parts, proceeding from the goal to objectives to sub-objectives down to the alternative courses of action Comparion and controls Riskion.
Decision makers then use a combination of simple pairwise comparison judgments or ratio based ratings throughout the hierarchy to arrive at overall priorities for the alternatives Comparion or the relative risk events Riskion.
The decision problem may involve social, political, technical, and economic factors. Expert Choice software helps people cope with the intuitive, the rational and the irrational, and with risk and uncertainty in complex settings. Expert Choice helps to:. Expert Choice is intuitive, graphically based and structured in a user-friendly fashion so as to be valuable for conceptual and analytical thinkers, novices and category experts. Because the criteria are presented in a hierarchical structure, decision makers are able to drill down to their level of expertise, and apply judgments to the objectives deemed important to achieving their goals.
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