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| Concepts | |
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| Thinking about Values | |
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| Value-Focused Thinking | |
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| Creating Alternatives | |
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| Identifying Decision Opportunities | |
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| Thinking about Values | |
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| The Uses of Value-Focused Thinking | |
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| The Framework of Value-Focused Thinking | |
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| Framing a Decision Situation | |
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| Fundamental Objectives | |
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| The Decision Context | |
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| Guiding Strategic Thinking and Action | |
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| The Framework | |
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| Comparing Alternative-Focused and Value-Focused Thinking | |
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| Ethics and Value Neutrality | |
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| Foundations | |
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| Identifying and Structuring Objectives | |
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| Identifying Objectives | |
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| Identifying Fundamental Objectives | |
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| Structures of Objectives | |
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| How to Structure Objectives | |
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| Desirable Properties of Fundamental Objectives | |
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| Relating Objectives Hierarchies and Objectives Networks | |
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| Incomplete Objectives Hierarchies and Networks | |
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| Objectives Hierarchies for Groups | |
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| Measuring the Achievement of Objectives | |
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| The Concept of an Attribute | |
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| The Types of Attributes | |
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| Developing Constructed Attributes | |
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| Use of Proxy Attributes | |
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| Desirable Properties of Attributes | |
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| The Decision of Selecting Attributes | |
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| Connecting Decision Situations with Attributes | |
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| Quantifying Objectives with a Value Model | |
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| Building a Value Model | |
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| Multiple-Objective Value Models | |
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| Single-Objective Value Models | |
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| Prioritizing Objectives | |
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| The Art of Assessing Value Models | |
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| Issues to Consider in Value Assessments | |
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| Uses | |
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| Uncovering Hidden Objectives | |
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| Insights from Attributes | |
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| Insights from Violations of Independence Assumptions | |
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| Insights from Value Tradeoffs | |
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| Insights from Single-Attribute Objective Functions | |
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| Insights from Multiple Value Assessments | |
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| Creating Alternatives for a Single Decisionmaker | |
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| Counteracting Cognitive Biases | |
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| Use of Objectives | |
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| Use of Strategic Objectives | |
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| Focus on High-Value Alternatives | |
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| Use of Evaluated Alternatives | |
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| Generic Alternatives | |
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| Coordinated Alternatives | |
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| Process Alternatives | |
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| Removing Constraints | |
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| Better Utilization of Resources | |
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| Screening to Identify Good Alternatives | |
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| Alternatives for a Series of Similar Decisions | |
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| Creating Alternatives for Multiple Decisionmakers | |
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| Pleasing Other Stakeholders | |
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| Stakeholder Influence on Your Consequences | |
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| Clarifying Stakeholder Values for Group Decisions | |
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| Creating Alternatives for Negotiations | |
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| Identifying Decision Opportunities | |
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| Use of Strategic Objectives | |
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| Use of Resources Available | |
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| A Broader Decision Context | |
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| Monitoring Achievement | |
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| Establishing a Process | |
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| Negotiating for Your Side and for the Other Side | |
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| Being in the Right Place at the Right Time | |
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| When You Have No Idea about What to Do | |
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| Insights for the Decisionmaking Process | |
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| Guiding Information Collection | |
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| Evaluating Alternatives | |
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| Interconnecting Decisions | |
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| Improving Communication | |
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| Facilitating Involvement in Multiple-Stakeholder Decisions | |
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| Guiding Strategic Thinking | |
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| Applications | |
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| Selected Applications | |
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| NASA Leadership in Space 11 | |