Found to be useful by managers of interactive computer models and methods, this field of practice, often termed "decision support," has built and impressive set of lessons, principles and tools. Keen and Sol, academics and practitioners, believe the practice has moved beyond models to become applicable to other highly complex decision making. They also believe decision support should be within the reach of all stakeholders in an environment more closely resembling a studio than a standard business. They describe how the discipline of decision support creates agility and why it pays to concentrate on the needs of the people making the decisions. They describe what we really know about effective decision-making, the role of visual thinking, and simulation as part of the executive culture, concluding that the most effective way of making decisions is combining people with "suites" of function and data, and applying proven decision enhancement experience. Annotation ©2008 Book News, Inc., Portland, OR (booknews.com)
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