Please provide a summary of this specific conclusion This study attempted to provide the decision support consultant wit

[answerhappygod]

Please provide a summary of this specific
conclusion
This study attempted to provide the decision support consultant
with some insight into the decision-making style of individual
decision-makers as well as that of organisations. Only when such
decision-making is understood can one claim to truly support it. In
the field of Operations Research, the scientific method [1] is used
to provide decision support. Often, this means a focus on the
rational components of decision-making. Although analytical
decision support tools may be extremely useful in solving problems
in a complex and 158 SM Turpin & MA Marais industrialised
environment, the same tools or methods cannot necessarily be
applied to human decision-making. Even the seasoned decision-makers
surveyed, most of whom had a highly analytical background, do not
rely on formal decision support tools to a large extent. Indeed,
one of the surprises of this study was that although a number of
the decision-makers had formal training in sophisticated decision
support methods and technology, some selling it to clients or
stakeholders, they found limited use for it in their own
environments. In the conversations, issues such as the appropriate
use of gut feel and sensitivity to the political context often took
precedence over the rational aspects of decision-making. The
results of this study seem to indicate that rather than following
the normative approach that attempts to improve the rationality of
human decision-making, there might be merit in the support of an
approach that is descriptive, focuses on the human process and
assumes that people are competent decision-makers. The study shows
that attention to aspects such as the decision-making context, the
nature of the decision-making processes, people’s personal styles,
the agendas of decision-makers, as well as the presentation of
results, may significantly improve the impact of a decision support
project. It also raises the question of how decision support
consultants can develop a sensitivity towards the various models of
thinking about decision-making so that they do not fall into the
trap of reducing problems to fit their preferred models. One of the
models of decision-making that received relatively strong support,
in principle, was that of the Recognition-Primed Decision (RPD)
model describing naturalistic decisionmaking. This was mainly
because the RPD model recognises the use of, among others, gut feel
and intuition as part of the decision-making process. The RPD model
was based on the behaviour of people in crisis situations with
severe time constraints. One suggestion for further research would
be to investigate how the RDP model could be adapted for
organisational decision-makers who might have more time to reflect
and consult, but where the impact of decisions is still severe.