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001461670 001__ 1461670
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001461670 019__ $$a1373930688
001461670 020__ $$a9783031260865
001461670 020__ $$a3031260864
001461670 020__ $$z3031260856
001461670 020__ $$z9783031260858
001461670 0247_ $$a10.1007/978-3-031-26086-5$$2doi
001461670 035__ $$aSP(OCoLC)1373986665
001461670 040__ $$aEBLCP$$beng$$cEBLCP$$dGW5XE$$dYDX$$dOCLCF
001461670 049__ $$aISEA
001461670 050_4 $$aQA279.4
001461670 08204 $$a519.5/42$$223/eng/20230328
001461670 1001_ $$aBokati, Laxman,$$d1989-$$eauthor.
001461670 24510 $$aDecision making under uncertainty, with a special emphasis on geosciences and education /$$cLaxman Bokati, Vladik Kreinovich.
001461670 260__ $$aCham, Switzerland :$$bSpringer,$$c2023.
001461670 300__ $$a1 online resource (xi, 210 pages) :$$billustrations (black and white).
001461670 4901_ $$aStudies in systems, decision and control Series,$$x2198-4190  ;$$vvolume 218
001461670 500__ $$a15.2 Formal Explanation of the Anchoring Formula
001461670 504__ $$aIncludes bibliographical references and index.
001461670 5050_ $$aIntro -- Contents -- Part I Introduction -- 1 General Introduction -- 2 (Rational) Individual Decision Making: Main Ideas -- References -- 3 (Rational) Group Decision Making: General Formulas and a New Simplified Derivation of These Formulas -- 3.1 (Rational) Group Decision Making: General Formulas -- 3.2 A New (Simplified) Explanation of Nash's Bargaining Solution -- 3.3 Taking Empathy into Account -- References -- 4 How We Can Control Group Decision Making by Modifying the Proposed Options -- 4.1 Formulation of the Problem -- 4.2 Main Idea and the Resulting Explanation
001461670 5058_ $$a4.3 Proof of the Main Result -- References -- Part II How People Actually Make Decisions -- 5 The Fact That We Can Only Have Approximate Estimates Explains Why Buying and Selling Prices are Different -- 5.1 People's Actual Decisions Often Differ from What Decision Theory Recommends -- 5.2 Buying and Selling Prices are Different: A Phenomenon and Its Current Quantitative Explanations -- 5.3 A New (Hopefully, More Adequate) Quantitative Explanation -- References -- 6 The ``No Trade Theorem'' Paradox -- 6.1 ``No Trade Theorem'' and Why It is a Paradox
001461670 5058_ $$a6.2 Analysis of the Problem and the Resulting Explanation of the ``No Trade Theorem'' Paradox -- 6.3 Auxiliary Result: Decision Theory Explains Why Depressed People are More Risk-Averse -- References -- 7 People Make Decisions Based on Clusters Containing Actual Values -- 7.1 Formulation of the Problem -- 7.2 A Possible Geometric Explanation -- 7.3 Auxiliary Observation: How all This is Related to Our Understanding of Directions -- References -- 8 When Revolutions Succeed -- 8.1 Formulation of the Problem -- 8.2 80/20 Rule: Reminder -- 8.3 How These Two Laws Explain the 3.5% Rule -- References
001461670 5058_ $$a9 How People Combine Utility Values -- 9.1 Common Sense Addition -- 9.2 Towards Precise Formulation of the Problem -- 9.3 Hurwicz Optimism-Pessimism Criterion: Reminder -- 9.4 Analysis of the Problem and the Resulting Explanation of Common Sense Addition -- References -- 10 Biased Perception of Time -- 10.1 Formulation of the Problem -- 10.2 How Decision Theory Can Explain the Telescoping Effect -- References -- 11 Biased Perception of Future Time Leads to Non-Optimal Decisions -- References -- 12 People Have Biased Perception of Other People's Utility -- References
001461670 5058_ $$a13 People Select Approximately Optimal Alternatives -- 13.1 People Use Softmax Instead of Optimization -- 13.2 Problem: Need to Generalize Softmax to the Case of Interval Uncertainty -- 13.3 How to Generalize: The Proposed Solution -- References -- 14 People Make Decisions Using Heuristics. I -- 14.1 Formulation of the Problem -- 14.2 Case When We Only Know the Expected Rates of Return ... -- 14.3 Case When We Only Know the Intervals Containing the Actual ... -- References -- 15 People Make Decisions Using Heuristics. II -- 15.1 Formulation of the Problem
001461670 506__ $$aAccess limited to authorized users.
001461670 520__ $$aThis book describes new techniques for making decisions in situations with uncertainty and new applications of decision-making techniques. The main emphasis is on situations when it is difficult to decrease uncertainty. For example, it is very difficult to accurately predict human economic behavior, so in economics, it is very important to take this uncertainty into account when making decisions. Other areas where it is difficult to decrease uncertainty are geosciences and teaching. The book analyzes the general problem of decision making and shows how its results can be applied to economics, geosciences, and teaching. Since all these applications involve computing, the book also shows how these results can be applied to computing, including deep learning and quantum computing. The book is recommended to researchers, practitioners, and students who want to learn more about decision making under uncertaintyand who want to work on remaining challenges.
001461670 588__ $$aDescription based on print version record.
001461670 650_0 $$aDecision making$$xResearch.
001461670 650_0 $$aUncertainty$$xDecision making$$xResearch.
001461670 650_0 $$aUncertainty$$xDecision making$$xFinance$$xResearch.
001461670 650_0 $$aFinance.
001461670 650_0 $$aEarth sciences.
001461670 650_0 $$aGeology.
001461670 655_0 $$aElectronic books.
001461670 7001_ $$aKreinovich, Vladik,$$eauthor.
001461670 77608 $$iPrint version:$$aBokati, Laxman$$tDecision Making under Uncertainty, with a Special Emphasis on Geosciences and Education$$dCham : Springer International Publishing AG,c2023$$z9783031260858
001461670 830_0 $$aStudies in systems, decision and control ;$$vv. 218.$$x2198-4190
001461670 852__ $$bebk
001461670 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-3-031-26086-5$$zOnline Access$$91397441.1
001461670 909CO $$ooai:library.usi.edu:1461670$$pGLOBAL_SET
001461670 980__ $$aBIB
001461670 980__ $$aEBOOK
001461670 982__ $$aEbook
001461670 983__ $$aOnline
001461670 994__ $$a92$$bISE