Qualitative Decision Making

Qualitative Decision Making

Human beings have always been the first to identify a way out of ambiguous situations and situations. Therefore, sometimes by relying on the bearded experience, sometimes with the help of mysticism, introspection, inspiration, the use of sorcerers, or by the use of clear rules, he has tried to make sound and effective decisions. In these two centuries – that is, the nineteenth and twentieth centuries – with the development of the principles of scientific research based on the doctrine of academic principle, the development of quantitative science decision making (formerly known as scientific research) has grown exponentially. In recent decades, we have witnessed a growing growth in the application of management science and decision-making techniques to various aspects of individual and organisational decision making. The prospect of management science suggests that it will find a growing and much broader scope of application and theory than what we are seeing because of the strategic nature of management science in helping human decision-making in this field relative to other sciences can affect organisations. Moreover, the industry has profound impacts, so it can be said that management science in the future will be of great potential in terms of application and impact on society and the environment.

The turning point of this movement can be seen with the birth of operational science in the second half of the twentieth century (Brugha, 1998). However, over time, in the light of the intricacies of intra- and inter-organisational interactions in the light of phenomena such as world production, international unions, the openness of the physical boundaries of conventional math solutions has lost its function in decision-making. Thus, in the last decades of the twentieth century, the approach of developing qualitative decision-making techniques received widespread acceptance by scientific and professional communities.


The book “Techniques and Qualitative Decision-Making Techniques” is complemented by the author’s line of study in Business Decision Making – Concepts of Approaches. The first work first outlines the principles, concepts, and theories outlined in the decision-making arena.

The purpose of writing “Business Decision Making – Concepts of Approaches” is to create a familiar and comprehensive understanding of managers’ decision making. Therefore, in the first volume, in addition to understanding the concepts, approaches and methods of decision making, the different aspects of decision-making techniques and influencing factors in decision making are also discussed.

In completing the research in the theoretical field, the purpose of writing “Qualitative Decision-Making Techniques and Practices” is to introduce practical decision-making tools. The techniques presented in this book are such that they often derive from the theoretical foundations in the chapters mentioned. Discussions are designed with the approach of providing a solution to complex issues, unstructured, with little information or qualitative data. In contrast, quantitative techniques are mainly proposed for problematic problems, with quantitative and massively structured data.

In the first chapter, he attempts to introduce techniques and tools for exploration and explanation. In this chapter, methods such as kinship diagrams, fishbone diagrams, and a variety of creative problem-solving and decision-making techniques are explored and explored the causal relationship between indicators.

The second chapter introduces soft systems. These models and algorithms are often used to solve messes at the strategic level. These techniques include SSM, MA, SAST, SODA, SCA techniques.

The third chapter also presents a solution to the problem matrix. It is important to note that these tools and techniques are an introduction to quantitative decision-making techniques.

Keywords: Decision making, Qualitative Decision Making, Casual Methods, Problem Structuring Methods, Matrix methods.