Many real-world decision situations are complicated by uncertainty, complexity, and competing objectives. When you begin to frame and analyze a complex decision, you quickly realize: Defining the problem is the problem.

A key question is how do your choices in defining the problem impact your discovery of innovative solutions? Emerging advances in decision making under deep uncertainty provide a framework to structure the way you think about decision situations that are complicated by diverse stakeholder worldviews, uncertainty, system complexity, and competing objectives. Creative problem framing and the generation of decision alternatives are pivotal for confronting highly complex and uncertain decision contexts.

Join Patrick Reed, Joseph C. Ford Professor of Engineering at Cornell University, as he delves into modern decision making and how it must routinely take into account a careful balance of economic concerns, any impacts on environmental sustainability, and the continuous management of evolving risks.

RESOURCES / NEXT STEPS
Decision Analysis Certificate

Spreadsheet Modeling Certificate

Probability Analysis Certificate

Publication - Decision Analytics for Complex Systems

Cornell Engineering Management
  • Recent advances in decision making under deep uncertainty
  • The importance of participatory processes when defining problems
  • How and why to move away from “predict then act” logic and focus on “discovering what matters most”

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