Editor’s Introduction

Abstract

The main characteristic of what is called ‘real life’ situations is that they generally have a complex structure, in many aspects unique and therefore often unknown. That means that there are many problems in locating a place in the structure where decision theory can be fruitfully used. One problem is delineating such a place, i. e. finding recognizable boundaries as a function of the problem to be solved and of the existing methodology. Thus, when trying to improve in choices of jobs, should one evaluate individual choices about the definition and supply of jobs, or choices as defined from the point of view of career-development? When improving social functioning should one select individuals as ‘weak parts’ and make them more conscious of the potential as decision makers? Each time a different location for use of decision theory is indicated. A second problem concerns the effects of the use of decision theory in a specific part of the ‘real life’ structure. When individual job-choices are considered, and changed via the use of decision theory, what will this mean for other parts — for the definition and supply of jobs? What will the effect of recognizing errors in decisions — via decision theory, say on where to build a dam — be on the building process? What will be the effect of the choice of variables in a particular application of decision theory, compared to other choices, and in respect to the overall quality of decisions? Understanding the use of decision theory in real life situations will depend largely on solving these two problems. The following contributions were made in the conference.