Titlebook: Decision Making Structures; Dealing with Uncerta Mario S. Catalani,Giuseppe F. Clerico Book 1996 Department of Economics, University of Tor

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Leadership and DependenceA second hypothesis concerns the problem of modelling individual skills. We follow the approach according to which skills may be represented by two numbers, the probabilities of Type I error and of Type II error, or, simply by one number which expresses the probability to make the correct decision.

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Pyramidal Structures: A Preliminary Notel and independent in the decision making process. Each collaborator has a probability . to accept a good project and a probability . to accept a bad one: hence (1 — .) is the probability of an error of the first type, and . is the probability of an error of the second type.

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Peeradon Sukkasem,Chitsutha Soomlekt least one of its members accepts it. Taken together, the levels act as a hierarchy, that is, the whole structure accepts a project if all the levels accept it. Each member shares the same probability . to make the right decision, and acts independently from all the other members.

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1431-1941 edge the influence of these two authors, whose ideas and contributions have brought us together on this collabo- ration, despite our divergent scientific backgrounds (while Catalani is interested in quantitative methods, Clerico is a non-quantitative economist) . We thank the Editor of the Rivista I

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Introductionprovide an exhaustive survey of the issues inherent to such problems. Neither does it offer the reader any discussion on the nature or source of human fallibility. Instead it intends to describe the context into which our analysis of the decision processes and of the decision making organizations wi