DSS how to adapt them to managers

Decision Support Systems are, by definition, systems that attempt to support individual decision makers. Traditionally, this support has been rendered by providing a 'passive' set of tools that can be organised by the decision maker in a flexible manner. The importance of decision support systems and analysts getting more involved with the intellectual process of making decisions is increasingly advocated in the wake of the deficiencies observed in the human decision making process. This kind of support is termed 'active'. However, there has been a lack of research which focus on the use of personal characteristics of decision makers in designing decision support systems, hence a lack of methods of intellectual support in DSS. This can be attributed mainly to the failure to establish a clear correlation between decision making and personal characteristics. In this paper we argue that the reason for this lack of firm relationship is in fact deficiencies in conducting research. We propose a method of articulating this relationship and a way of incorporating decision maker personality in decision support systems.<div><br></div><div>Presented at: 6th Australasian Conference on Information Systems; 1995 Sep 26-29; Perth, Australia. p. 677-688</div><div><br></div>