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About 10,000 papers for “Decision process”

Decision Process

Adeed Dawisha · Palgrave Macmillan UK eBooks · 1980

Forty-eight hours after launching their offensive against the Moslem-Palestinian forces, the Syrian troops had achieved a stunning victory leaving the Leftist alliance in total disarray. It was this dramatic and consequential shift in the military balance in favour of the Syrian Army that signalled the end of the crisis period for the Syrian decision-makers. The Palestinians hastily retreated from all their mountain strongholds above the main Beirut-Damascus road, which they had occupied since their initial thrust in January 1976. In the evening of 30 September, President Asad ordered his troops to stop their advance against the Leftist alliance and made an offer of peace talks to the Palestinian leadership (Decision Eleven). The initial, almost immediate, impulse for this decision was the President’s distaste for fighting his former allies and protégés, the Palestinians. Having exhibited Syrian resolve and capability, he hoped that Syrian objectives could be achieved without resort to further bloodshed of the Palestinians. He thus seems to have instinctively repeated the decision following the June intervention which contributed to the ensuing military and political stalemate. However, apart from this instinctive response, the Syrian President sought to neutralise the Palestinians through diplomatic rather than military means for three other reasons.

Cited by 0

Decision process

Yamamoto Akira · International Linear Collider · 2009

America R&D: Nine-cells new series -Five 9-cell cavities: built by ACCEL, and processed/tested at Jlab.

Cited by 0Open access

COLLABORATIVE DECISION PROCESS GAME 1 Collaborative Decision Process Game

Merel Brandon · 2013

This paper describes the design and evaluation of a small group decision-making game, the Argue and Decide Game (A&D-Game). The A&D-Game was designed to guide the social process of a meeting, to avoid or detect fallicious arguments and to visualize the argumentation flow. A questionnaire to evaluate the game was filled in by five participants and one meeting facilitator of a decision-making meeting that had used the game. The evaluation results provide insight in the opportunities of games like the A&D-game to support small group decision making processes. According to the participants the game helped to control the focus the discussion, it provided an overview of the discussed topics, it increased and balanced the participation level, it increased the understanding of each other‟s perspective, it triggered “out of the box” arguments, it prevented polarization, and it helped the participants to avoid and detect fallacious arguments. COLLABORATIVE DECISION PROCESS GAME 3 How to make a decision between solutions that have far reaching consequences for very diverse groups of people with very diverse interests, visions and knowledge? How to reach a decision when the knowledge and experience needed to decide can never be in one single mind? Collaborative decision-making is a possible, if not the correct, answer to these questions. Unfortunately, there are several problems that arise when groups try to decide together during meetings.

Cited by 0

Markov decision process.

Jaron T. Colas (4523857), Wolfgang M. Pauli (4523854), Tobias Larsen (4523848) et al. · Figshare · 2017

<p>This schematic of the task illustrates the transition probabilities for a Markov decision process featuring interleaved and interrelated passive and active states. Passive and active types of trials occurred with equal probability. On a passive trial the initial presentation of two circles was followed by one of two fractal cues that each represented a first-stage passive state. The transition probabilities for the first-stage state determined which of two second-stage passive states (i.e., fractals) were to be presented next. The transition probabilities for the two second-stage states determined whether the final outcome was a monetary reward or nothing. On an active trial, two arrows were followed by one of two fractals that each represented a first-stage active state. The transition probabilities for an action given the state determined which of the same pair of second-stage passive states was to be presented next. Solid lines represent transitions having an equal or relatively greater probability of occurring. Dashed lines represent transitions having a relatively lower probability of occurring. Dotted lines represent transitions that are determined by an action. The fixation cross appeared as depicted on every trial regardless of whether a given arrow actually passes through the representation of an interstimulus interval here.</p>

Cited by 0Open access

Decision-Making Process

Patrick Cole, Larry H. Hollier · Journal of Craniofacial Surgery · 2007

Journal of Craniofacial Surgery: July 2007 - Volume 18 - Issue 4 - p 989-990 doi: 10.1097/01.scs.0000265724.29651.6e

Cited by 1

DECISION MAKING PROCESS

Daniel Shédid, Edward C. Benzel · Neurosurgery · 2007

Clinical problems are often complex. Problems of great complexity are usually associated with a commensurately greater degree of difficulty with respect to the decision making process. This is most certainly true regarding the management of cervical spondylosis. Usually, clinicians make clinically appropriate decisions. However, more often than realized, suboptimal decisions may be made. Therefore, an assessment of the types of errors regarding clinical decision making are worthy of consideration. In this article, a scheme for decision making regarding the management of cervical spondylosis is presented.

Cited by 11

The decision process;

Lasswell, Harold D. (Harold Dwight), 1902-1978. · The Journal of the Abraham Lincoln Association

Cited by 0Open access

Decision-Making Process

Pascal Sciarini · Oxford University Press eBooks · 2023

Abstract The formulation of policies lies at the heart of any political system and is the crucial task assigned to decision makers. Analysing problems, identifying possible solutions, bargaining over draft proposals and bills, and—eventually—adopting a legislative act is the routine business of senior officials, interest groups, experts, political parties, and MPs. The purpose of this chapter is to present the state of knowledge on Swiss federal decision-making processes. It starts with a brief description of the institutional set-up of processes (initiation phase, pre-parliamentary phase, parliamentary phase, and referendum phase) and then turns to a finer-grained analysis of each decision-making phase and links between them. The analysis of these links is all the more important, since the multiplication of arenas is characteristic of the Swiss decision-making system; this is meant to make sure legislative proposals will proceed smoothly from one decision-making phase to the next. In particular, the risk of failure at the end of a process in a referendum vote has favoured the development of the preparatory phase of legislation. The chapter also assesses the respective weights of the main state and non-state actors participating in the process, highlights how institutions influence actors’ strategies, and examines changes in the characteristics of decision-making processes over time. On this basis, it evaluates the relevance of some claims that one finds in the contemporary literature, such as those regarding the ineffectiveness of the pre-parliamentary procedures, the ‘end of consensus’, or the slow pace and low innovation capacity of the Swiss decision-making process.

Cited by 4

Investment decision process.

Xiangxiang Zeng (4096405), Li Liu (75607), Stephen Leung (4416886) et al. · Figshare · 2017

Cited by 0Open access

Decision making process

Shirichena, Arthur · University of Vienna · 2019

As the new Zimbabwean government proclaims new dispensation and seeks re-engagement with the Western Countries after more than a decade of strained relations, this study will engage in a foreign policy analysis of Zimbabwe’s foreign policy with particular focus to decision making process. The study will seek to explain why the Robert Mugabe government took the decision to exit the Commonwealth. Various logics of action such as logic of consequences, logic of appropriateness and logic of practise among others will be tested in order to determine which logic of action best explains the decision making process. Process tracing method will be used to provide a chronological account of the events as they unfolded and an analysis of the decision making process. The study suggests / concludes that Mugabe government was influenced by the logic of consequences ie cost benefit analysis in its decision making process The study is intended to provide an insight to other States on foreign policy decision making process in Zimbabwe

Cited by 0Open access