decision making and strategic...
TRANSCRIPT
![Page 1: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/1.jpg)
1
Decision Analysis: Choice of the Best Alternative
Alamanda MBTI
![Page 2: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/2.jpg)
Course Objectives
Understanding how to set “what is problem”;
Ability to choose the best alternative among available alternatives by:
Identifying their consequences;
Asking experts, especially if there are multi criteria/attributes.
Ability to analyze confrontation;
Enjoy and survive during this course!
![Page 3: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/3.jpg)
Problems of Choice
D : a decision maker
C : possible courses of action (alternatives)
O1 : desirable outcome; O2 : undesirable outcome
D
C1
C2
O1
O2
![Page 4: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/4.jpg)
Model of Decision Analysis
D : a decision maker
C : possible courses of action (alternatives)
O1 and O2 : possible outcomes/consequences/payoffs
Ei,j : Events (State of Natures/SON)
pi,j : probabilities
D
C1
C2
E1,1
E1,2
E2,1
E2,2
O1
O2
O1
O2
p2,1
p1,2
p1,1
p2,2
![Page 5: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/5.jpg)
Structure of Decision Tree
Decision Node
Alternatives available for decision maker to
choose;
Situation controllable by decision maker.
Alternatives of actions
![Page 6: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/6.jpg)
Structure of Decision Tree
Event Node
Events may happen after every action made by decision maker;
Uncontrollable by decision maker;
Decision maker only has information about probability of each event no complete information.
Events
p1
p2
p3
E1
E2
E3
An action
![Page 7: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/7.jpg)
Building Decision Tree
1. Identify what decisions should be made by DM;
What are the first decision, and next decisions to be made?
2. Identify what SON happen after each decision;
3. Draw decision node and event node (SON);
4. Complete information about probabilities;
5. Complete information about payoff.
![Page 8: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/8.jpg)
Goferbroke Company Case
![Page 9: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/9.jpg)
Goferbroke Company(1)
Max Flyer is the founder of and sole owner of the Goferbroke Company, which develops oil wells in unproven territory. Max’s friends refer to him affectionately as a wildcatter. However he prefers to think himself as an entrepreneur. He has poured his life saving’s into the company in the hope of making it big with a large strike of oil.
Now his chance possibly has come. His company has purchased various tracts of land that larger oil companies have spurned as unpromising even though they are near some large oil fields. Now Max has received an exciting report about one of these tracts. A consulting geologist has just informed Max that he believes there is one chance in four of oil there.
Max has learned from bitter experience to be skeptical about the chances of oil reported by consulting geologist. Drilling for oil on this tract would require an investment of about $100,000. If the lands turns out to be dry (no oil), the entire investment would be lost. Since his company doesn’t have much capital left, this lost would be quite serious.
![Page 10: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/10.jpg)
Goferbroke Company(2)
On the other hand, if the tract does contain oil, the consulting geologist estimates that there would be enough there to generate a net revenue of approximately $800,000, leaving an approximate profit of:
Profit if find oil = Revenue if find oil – Drilling cost
= $800,000 - $100,000
= $700,000
There is another option that another oil company has gotten wind of consulting geologist’s report and so has offered to purchase the tract of land from Max for $90,000. This is very tempting. This too would provide a welcome infusion of capital into the company, but without incurring the large risk of a very substansial loss of $100,000.
![Page 11: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/11.jpg)
Decision Trees of Goferbroke
Decision tree is decision making help tools that could describe entire alternatives with whole events that may happen (SoN).
Showing : Alternatives, SoN, Prior Probability, and Payoff.
Using Bayes’ Decision Rule to choose
the best action.
![Page 12: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/12.jpg)
DT of Goferbroke’s Case
Decision:
Drill or Sell the Land
SON
Oil or Dry
Decision nodes Drill
Sell
-100
90
![Page 13: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/13.jpg)
DT of Goferbroke’s Case
Event nodes
Drill
Sell
-100
90
Oil
Dry
800
0
0.25
0,75
![Page 14: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/14.jpg)
DT of Goferbroke’s Case
Payoff
Drill
Sell
-100
90
Oil
Dry
800
0
0.25
0,75
700
-100
90
![Page 15: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/15.jpg)
DT of Goferbroke’s Case
Payoff
Expected Value (EV) per event node;
Drill
Sell
-100
90
Oil
Dry
800
0
0.25
0,75
700
-100
90
100=(0.25*700) + (0.75*(-100))
100
90
100
![Page 16: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/16.jpg)
Using Treeplan software
0.25
Oil
700
Drill 800 700
-100 100 0.75
Dry
-100
1 0 -100
100
Sell
90
90 90
Decision node
Event node
Expected payoff = MAX [100,90] = 100
100=(0.25*700) + (0.75*(-100))
Action: Drill
![Page 17: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/17.jpg)
Goferbroke’s Case Continued
Survey by geologist will provide more accurate information about P(oil);
How if Max has to decide two alternatives: 1. Do survey before drill/sell
2. Drill/sell without Survey
Events: Do Survey
FSS : Favorable Seismic Sounding : Oil is fairly likely
USS : Unfavorable seismic sounding: Oil is quite unlikely.
Drill or Sell
Oil
Dry
![Page 18: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/18.jpg)
Max`s Experience
•P(state) prior; which is P(Oil)=0.25 & P(Dry)=0.75;
•P (finding|state) being known based on Max’s
experiences; which is
•P(FSS|Oil)=0.6,
•P(USS|Oil)=0.4,
•P(FSS|Dry)=0.2, and
•P(USS|Dry)=0.8
Which: •State : Oil and Dry;
•Finding : FSS and USS;
•FSS : favorable seismic sounding; oil is fairly likely;
•USS : unfavorable seismic sounding; oil is quite unlikely.
![Page 19: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/19.jpg)
Leveled Decision Analysis
Decision Tree for Goferbroke Co. Problem (With Survey)
0,143
Oil
670
Drill 800 670
-100 -15,714 0,857
0,7 Dry
Unfavorable -130
2 0 -130
0 60
Sell
60
90 60
Do Survey
0,5
-30 123 Oil
670
Drill 800 670
-100 270 0,5
0,3 Dry
Favorable -130
1 0 -130
0 270
1 Sell
123 60
90 60
0,25
Oil
700
Drill 800 700
-100 100 0,75
Dry
No Survey -100
1 0 -100
0 100
Sell
90
90 90
P(USS)
P(FSS)
P(Oil|USS)
P(Dry|USS)
P(Oil|FSS)
P(Dry|FSS)
P(Oil)
P(Dry)
![Page 20: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/20.jpg)
Decision Tree: What-If Analysis
![Page 21: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/21.jpg)
Sensitivity Analysis
The Study of how different
assumptions about future
(parameters) would affect the
recommended decision.
![Page 22: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/22.jpg)
Current Solution
Decision Tree for Goferbroke Co. Problem (With Survey)
0,143
Oil
670
Drill 800 670
-100 -15,714 0,857
0,7 Dry
Unfavorable -130
2 0 -130
0 60
Sell
60
90 60
Do Survey
0,5
-30 123 Oil
670
Drill 800 670
-100 270 0,5
0,3 Dry
Favorable -130
1 0 -130
0 270
1 Sell
123 60
90 60
0,25
Oil
700
Drill 800 700
-100 100 0,75
Dry
No Survey -100
1 0 -100
0 100
Sell
90
90 90
Do survey, if USS then Sell, else Drill
![Page 23: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/23.jpg)
Sensitivity Analysis Graph
There are three Sensitivity Analysis tools that being depicted in graph to help analyze Decision Tree solution:
Plot graph
Spider graph
Tornado graph
All of these graphs are built by Sensit-Sensitivity Analysis software.
![Page 24: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/24.jpg)
Sensitivity Analysis Graph Tips
Plot graph were sensitivity analysis tools that being
used to investigating the effect of prior probability of
finding oil on the expected payoff;
Spider graph were sensitivity analysis tool that being
used to investigating how the expected payoff would
change if one of parameters changes (the cost or
revenues) by up to plus or minus 10%;
Tornado diagram are being used to analyze different
parameters that had different degrees of variability on
the expected payoff.
![Page 25: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/25.jpg)
Sensitivity Analysis(1)
Decision Tree for Goferbroke Co. Problem (With Survey)
0,143
Oil
670
Drill 800 670
-100 -15,714 0,857
0,7 Dry
Unfavorable -130
2 0 -130
0 60
Sell
60
90 60
Do Survey
0,5
-30 123 Oil
670
Drill 800 670
-100 270 0,5
0,3 Dry
Favorable -130
1 0 -130
0 270
1 Sell
123 60
90 60
0,25
Oil
700
Drill 800 700
-100 100 0,75
Dry
No Survey -100
1 0 -100
0 100
Sell
90
90 90
Effect of P(oil) and P(dry) on expected payoff
![Page 26: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/26.jpg)
Sensitivity Analysis(2)
Decision Tree for Goferbroke Co. Problem (With Survey)
0,143
Oil
670
Drill 800 670
-100 -15,714 0,857
0,7 Dry
Unfavorable -130
2 0 -130
0 60
Sell
60
90 60
Do Survey
0,5
-30 123 Oil
670
Drill 800 670
-100 270 0,5
0,3 Dry
Favorable -130
1 0 -130
0 270
1 Sell
123 60
90 60
0,25
Oil
700
Drill 800 700
-100 100 0,75
Dry
No Survey -100
1 0 -100
0 100
Sell
90
90 90
Effect of revenue and costs on expected payoff
![Page 27: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/27.jpg)
Sensit-Sensitivity Analysis-Plot
SensIt - Sensitivity Analysis - Plot
0
100
200
300
400
500
600
700
0 0,2 0,4 0,6 0,8 1
Prior Probability Of Oil
Ex
pe
cte
d P
ayo
ff
Let p = prior probability of oil;
• If p ≤ 0.168, then sell the land (no seismic survey);
• If 0.169 ≤ p ≤ 0.308, then do the survey,
•drill if favorable and sell if not;
• If p ≥ 0.309, then drill for oil (no seismic survey)
0.168 0.308
![Page 28: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/28.jpg)
Sensit-Sensitivity Analysis-Spider
Sensit - Sensitivity Analysis - Spider
110
112
114
116
118
120
122
124
126
128
130
132
134
136
90% 92% 94% 96% 98% 100% 102% 104% 106% 108% 110%
% Change in Input Value
Exp
ecte
d P
ayo
ff V
alu
e
Cost of Survey
Cost of Drilling
Revenue if Oil
Revenue if Sell
Conclusion : Payoff more influenced by Revenue if Oil variable than others.
Current Situation
Most Sensitive
![Page 29: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/29.jpg)
Sensit-Sensitivity Analysis-Tornado
Sensit - Sensitivity Analysis - Tornado
600
75
85
28
1000
140
95
32
90 100 110 120 130 140 150 160
Revenue if Oil
Cost of Drilling
Revenue if Sell
Cost of Survey
Expected Payoff
Conclusion : Although revenue if oil 25% reduced, but expected payoff still > $ 90,000
(Drill is robust)
800
100
90
30
123
![Page 30: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/30.jpg)
Thanks
![Page 31: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/31.jpg)
Posterior Probability
Given:
P(state)=prior probability: P(oil) and P(dry)
P(finding|state) = Max’s experience on probabilities of finding (FSS or USS) could occur if some SoN (oil or dry) has been already happened.
0.6
FSS, diket O
il
0.4USS, diket Oil
0.2
FSS, diket D
ry
0.8USS, diket Dry
0.25*0.6=0.15
Oil and FSS
0.25*0.4=0.1
Oil and USS
0.75*0.2=0.15
Dry and FSS
0.75*0.8=0.6
Dry and USS
0.75Dry
0.25
Oil
0.15/0.3=0.5
Oil, diket FSS
0.1/0.7=0.14
Oil, diket USS
0.15/0.3=0.5
Dry, diket FSS
0.6/0.7=0.86
Dry, diket USS
Prob. posterior
P(finding and state)
P(state|finding)
P(oil)
P(dry)
P(FSS|oil)
P(USS|oil)
P(USS|dry)
P(FSS|dry)
P(Dry and USS)
P(Dry and FSS)
P(Oil and USS)
P(Oil and FSS)
P(oil|FSS)
P(oil|USS)
P(dry|USS)
P(dry|FSS)
![Page 32: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/32.jpg)
0,143
Oil
670
Drill 800 670
-100 -15,6 0,857
0,7 Dry
Unfavorable -130
2 0 -130
0 60
Sell
60
90 60
Do Survey
0,5
-30 123 Oil
670
Drill 800 670
-100 270 0,5
0,3 Dry
Favorable -130
1 0 -130
0 270
1 Sell
123 60
90 60
0,25
Oil
700
Drill 800 700
-100 100 0,75
Dry
No Survey -100
1 0 -100
0 100
Sell
90
90 90
![Page 33: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/33.jpg)
Posterior Probability Formula
Given : • P(state) prior probability: P(Oil)=0.25 & P(Dry)=0.75;
• P(finding|state) P(FSS|Oil)=0.6, P(USS|Oil)=0.4,
P(FSS|Dry)=0.2, and P(USS|Dry)=0.8.
Then :
• P(State and Finding)=P(State)P(Finding|State)
• such that : P(Oil and FSS)=P(Oil)P(FSS|Oil)
And P(finding): •P(FSS)=P(oil and FSS)+P(dry and FSS)
•P(USS)=P(oil and USS)+P(dry and USS)
)(
) and ()|(
findingP
findingstatePfindingstateP
![Page 34: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/34.jpg)
100
30BP
100
70AP
GRADE MALE FEMALE TOTAL
A 30 40 70
B 10 20 30
TOTAL 40 60 100
![Page 35: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/35.jpg)
GRADE MALE FEMALE TOTAL
A 30 40 70
B 10 20 30
TOTAL 40 60 100
100
60FemaleP
100
40MaleP
![Page 36: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/36.jpg)
GRADE MALE FEMALE TOTAL
A 30 40 70
B 10 20 30
TOTAL 40 60 100
100
10
100
30
BandMalePMaleandBP
AandMalePMaleandAP
![Page 37: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/37.jpg)
GRADE MALE FEMALE TOTAL
A 30 40 70
B 10 20 30
TOTAL 40 60 100
4
1
10040
10010
MaleP
MaleandBPMaleBP
![Page 38: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/38.jpg)
GRADE MALE FEMALE TOTAL
A 30 40 70
B 10 20 30
TOTAL 40 60 100
3
1
10030
10010
BP
BandMalePBMaleP
![Page 39: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/39.jpg)
GRADE MALE FEMALE TOTAL
A 30 40 70
B 10 20 30
TOTAL 40 60 100
100
30
100
20
100
10
FemaleandBPMaleandBPBP
![Page 40: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/40.jpg)
GRADE MALE FEMALE TOTAL
A 30 40 70
B 10 20 30
TOTAL 40 60 100
100
40
100
10
100
30
MaleandBPMaleandAPMaleP
![Page 41: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/41.jpg)
Max`s Preference on Risk
According to Max, loss as much as 130
thousands dollar in current difficult time gives
deadly effect to his company;
But, in normal condition, loss as much as 130
thousands dollar can be handled easily.
1. Pay off in unit money can not accommodate DM’s preference on risk
2. It is needed to consider DM`s preference on risk into payoff
3. Utility function accommodates DM’s on risk by transforming payoff in unit money
onto utility value
![Page 42: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/42.jpg)
Utility Function for Money
(a) Risk averse
U(M)
M
(b) Risk seeking
U(M)
M
(c) Risk neutral
U(M)
M m
m
![Page 43: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/43.jpg)
Dealing with the Goferbroke Co.
Problem Let according to Max U(0)=0, and U(-130)=-150, then calculate
U(700);
Give two choices to Max:
A1: Obtain a payoff of 700 with probability p.
Obtain a payoff of –130 with probability (1-p);
A2 : Definitely obtain payoff of 0.
Ask Max to choose value of p such that he will be indifferent over A1 and A2;
If Max has chosen p=0.2 then
E(A1)=E(A2);
0.2U(700)+(1-0.2)U(-130)=0
U(700)=600
Transform other payoffs: U(-100)=-105, and U(90)=90, etc.
![Page 44: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/44.jpg)
Max’s Utility Function for Money
Money M Max’s Utility U(M)
-130 -150
-100 -105
0 0
60 60
90 90
670 580
700 600
![Page 45: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/45.jpg)
Revision of DT using Max’s Utility
Function for Money Decision Tree for Goferbroke Co. Problem (With Max's Utility Function)
0,143
Oil
580
Drill 580 580
0 -45,61 0,857
0,7 Dry
Unfavorable -150
2 -150 -150
0 60
Sell
60
60 60
Do Survey
0,5
0 106,5 Oil
580
Drill 580 580
0 215 0,5
0,3 Dry
Favorable -150
1 -150 -150
0 215
1 Sell
107 60
60 60
0,25
Oil
600
Drill 600 600
0 71,25 0,75
Dry
No Survey -105
2 -105 -105
0 90
Sell
90
90 90
![Page 46: Decision Making and Strategic Negotiationaturipanama.staff.telkomuniversity.ac.id/.../Materi-Decision-Tree.pdf · saving’s into the company in the hope of making it big with a large](https://reader031.vdocument.in/reader031/viewer/2022020315/5af6eb687f8b9a5b1e8fbd79/html5/thumbnails/46.jpg)
Calculation of Utility Function for
money
Fundamental property : if a decision maker is
indifferent over two alternatives then the
alternatives have the same expected utility.