Multiple-Perspective Utility Analysis
Compare options from several perspectives by assigning outcome utilities, calculating expected utilities, and combining them with weights. The preferred option depends on those judgments and the estimated probabilities.
THE IDEA
Multiple-Perspective Utility Analysis
Multiple-perspective utility analysis is a decision-making framework used when options need to be evaluated from different viewpoints or perspectives, each with its own set of utilities and weights. The process involves:
- Define perspectives: Identify the relevant perspectives (e.g., monetary interests, working relationship).
- Assign utilities: For each option-outcome combination, assign a utility value from each perspective (typically 0 to 100).
- Compute expected values: For each perspective, multiply utilities by probabilities of outcomes and sum to get expected utility for each option.
- Weight perspectives: Assign weights based on importance, using utility scales that support the intended tradeoffs.
- Merge: Multiply each perspective's expected utility by its weight and sum to get total weighted expected utility for each option.
- Decide: Identify the option with the highest total weighted expected utility, then check how sensitive the ranking is to uncertain inputs.
In the supplied NBA players’ strike example, the union considers two perspectives: monetary interests and the working relationship with owners. Utilities were assigned for each combination of strike/don't strike and outcomes (20% reduction, 10% reduction, no reduction). Probabilities were given, expected values computed, and then combined with weights (0.6 for monetary, 0.4 for relationship) to find that not striking has a higher total weighted expected utility under those assumptions.
When to use it
Business strategy decisions where different departments have conflicting goals.
Personal financial planning balancing short-term gains vs. long-term security.
Policy-making considering economic, social, and environmental impacts.
Project management decisions evaluated from cost, time, and quality perspectives.
FROM THEORY TO EVERYDAY LIFE
In practice
NBA Players' Strike Decision
In the worked example, the players’ union must decide whether to strike to protest a proposed 20% salary cap reduction, considering two perspectives: monetary interests and the working relationship with owners. Utilities were assigned (e.g., Strike-20%: 0 monetary, 0 relationship; Don't strike-None: 100 monetary, 100 relationship). Probabilities for outcomes under each option were given. Expected values were computed: for monetary, Strike EV = 0.70 + 0.350 + 080 = 15; Don't strike EV = 0.850 + 0.170 + 0.1100 = 40+7+10=57. For relationship, Strike EV = 0.70 + 0.390 + 050 = 27; Don't strike EV = 0.80 + 0.120 + 0.1100 = 0+2+10=12. With weights 0.6 and 0.4, total weighted EVs: Strike = 0.615 + 0.427 = 9 + 10.8 = 19.8; Don't strike = 0.657 + 0.412 = 34.2 + 4.8 = 39.6. Thus, these probabilities, utility assignments, and weights favor not striking.
A MOMENT TO REFLECT
Put it to work.
How would you assign utility values to outcomes in a real-life decision involving multiple stakeholders?
What are the limitations of using subjective utility assignments?
Can multiple-perspective utility analysis be applied to ethical dilemmas? How might you weight ethical considerations?
CONTINUE THE CONVERSATION
Source texts
- The Thinkers Toolkit by Morgan D Jones