A psychological approach to decision support systems

Article Abstract:

The introduction of sophisticated decision support systems (DSS) has been a mixed blessing for decision makers. While these systems have proven to be useful, many of them have been designed with little thought on whether they are compatible with the psychology of their users. A forecasting task is undertaken to examine the premise that the design of the DSS should focus on maximizing the distinctive competencies of decision makers while using technology to make up for their inherent shortcomings. Findings show that the performance of decision makers improves when they use decision support systems that are designed both to capitalize for the strengths and to compensate for the weaknesses of their users. The implications of the results on the improvement of forecasting in applied contexts are discussed.

Psychological aspects, Decision support systems

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A study of user interface aids for model-oriented decision support systems

Article Abstract:

System-directed, structured user software aids help managers make better decisions than do unstructured, user-directed aids for computer systems. Greater user and system flexibility do not improve performance. This is demonstrated by laboratory research comparing the results of user versus system-guided model manipulation, variable versus exception-based report content, and display of incremental changes versus actual outcomes on strategy formulation.

Decision-making, Decision making, Management, Software

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