KNOWLEDGE ACQUISITION FROM MULTIPLE EXPERTS
11.5 KNOWLEDGE ACQUISITION FROM MULTIPLE EXPERTS
An important element in the development of an ES is the identification of experts. This is a complicated task, perhaps because practitioners use so many support mechanisms for certain tasks (e.g., questionnaires, informal and formal consultations, texts). These support mechanisms contribute to the high quality of professional output, but they may also make it difficult to identify a "knowledge czar" whose estimates, processes, or
P A R T I V INTELLIGENT DECISION SUPPORT SYSTEMS
TABLE 1
1.6 Benefits of and Problems with Participation of Multiple Experts
Benefits
Problems
On the average, fewer mistakes by a group of Groupthink phenomena experts than by a single expert Several experts in a group eliminate the need
Fear on the part of some domain experts of for using a world-class expert (who is
senior experts or a supervisor (lack of difficult to get and expensive)
confidentiality)
Wider domain than a single expert's Compromising solutions generated by a group with conflicting opinions
Synthesis of expertise Wasted time in group meetings Enhanced quality from synergy among
Difficulties in scheduling the experts experts
Dominating experts (controlling, not letting
others speak)
The usual approach to this problem is to build ES for a very narrow domain in which expertise is clearly defined; then it is easy to find o n e expert. H owever, even though many ES have b e e n constructed with one expert—an approach advocated as a good strategy for E S construction—there could be a need for multiple experts, espe- cially when more serious systems are being constructed or when expertise is not partic- ularly well defined. The case described in the Opening Vignette (Ranjan et al., 2002) is
a good example of using multiple experts. Table 11.6 lists the benefits and problems of multiple experts. The major purposes of using multiple experts are
To better understand the knowledge domain.
To improve knowledge-base validity, consistency, completeness, accuracy, and rel-
evancy.
To provide better productivity.
To identify incorrect results more easily.
To address broader domains. To be able to handle more complex problems and combine the strengths of differ- ent reasoning approaches.
W h e n multiple experts are used, there are often differences of opinion and con- flicts that must be resolved. This is especially true w h e n k n o w l e d g e bases are being
developed from multiple sources where these systems address problems that involve the use of subjective reasoning and heuristics.
Other related issues are identifying the various aspects of the problem and match- ing them to the appropriate experts, integrating k n o w l e d g e f r o m different experts,
assimilating conflicting strategies, personalizing c o m m u n i t y k n o w l e d g e bases, and developing programming technologies to support these issues.
MULTIPLE -EXPERT SCENARIOS There are four possible scenarios, or configurations, for using multiple experts (McGraw
and Harbison-Briggs, 1989; O'Leary, 1993; R a y h a m and Fairhurst, 1999; Scott et al., 1991): individual experts, primary and secondary experts, small groups, and panels.
Parts
» Decision Support System And Intelligent System 7th Edition Turban Aronson Liang 2005
» DECISION -MAKING: THE INTELLIGENCE PHASE
» DECISION-MAKING: THE CHOICE PHASE
» SUPPORT FOR THE I N T E L L I G E N C E P H A S E
» OPENING VIGNETTE: DUPONT SIMULATES RAIL TRANSPORTATION SYSTEM AND AVOIDS COSTLY CAPITAL EXPENSE 1
» CERTAINTY, UNCERTAINTY, AND RISK 3
» MSS MODELING WITH SPREADSHEETS
» THE NATURE AND SOURCES OF DATA
» THE WEB/INTERNET AND COMMERCIAL DATABASE SERVICES
» DATABASE MANAGEMENT SYSTEMS IN DECISION SUPPORT SYSTEMS/BUSINESS INTELLIGENCE
» BUSINESS INTELLIGENCE/BUSINESS ANALYTICS
» Repeat steps 3 to 5 until you have reached the pre- specified maximum number of clusters.
» INTRODUCTION TO DSS DEVELOPMENT
» THE TRADITIONAL SYSTEM DEVELOPMENT LIFE CYCLE
» Obtaining executive-level buy-in. • Correctly estimate how difficult or complex a pro-
» PROTOTYPING: THE DSS DEVELOPMENT METHODOLOGY
» N A C T I O N 6.19 USER INVOLVEMENT IS CRITICAL IN SYSTEMS IMPLEMENTATION
» The four cells are organized along the two dimensions of time and place.
» Make money (sell your courseware)
» CREATIVITY AND IDEA GENERATION CREATIVITY
» EXECUTIVES' ROLES AND INFORMATION NEEDS
» SOFT INFORMATION IN ENTERPRISE SYSTEMS
» SUPPLY AND VALUE CHAINS AND DECISION SUPPORT
» SUPPLY CHAIN PROBLEMS AND SOLUTIONS INTRODUCTION
» CUSTOMER RELATIONSHIP (RESOURCE) MANAGEMENT (CRM) SYSTEMS
» BEST THINGS YOU CAN DO WITH YOUR DATA
» FRONTLINE DECISION SUPPORT SYSTEMS
» THE FUTURE OF EXECUTIVE AND ENTERPRISE INFORMATION SYSTEMS 2
» APPROACHES TO KNOWLEDGE MANAGEMENT THE PROCESS APPROACH
» EVOLUTION OF ARTIFICIAL INTELLIGENCE
» THE ARTIFICIAL INTELLIGENCE FIELD
» PROBLEM AREAS SUITABLE FOR EXPERT SYSTEMS
» KNOWLEDGE ACQUISITION FROM MULTIPLE EXPERTS
» KNOWLEDGE VERIFICATION AND VALIDATION
» S I N A C T I O N 11.9 RULE-BASED SYSTEMS TACKLE EMPLOYEE SHRINK
» Search the Internet to find a knowledge-acquisition development of Web-based expert systems. How
» BASIC CONCEPT OF NEURAL COMPUTING
» DEVELOPING NEURAL NETWORK-BASED SYSTEMS
» DEVELOPING GENETIC ALGORITHM APPLICATIONS
» DEVELOPING INTEGRATED ADVANCED SYSTEMS
» X 2 . Again, how well did this work? Plot your
» OPENING VIGNETTE: SPARTAN USES INTELLIGENT SYSTEMS TO FIND THE RIGHT PERSON AND REDUCE TURNOVER
» WEB-BASED INTELLIGENT SYSTEMS
» INTELLIGENT AGENTS: AN OVERVIEW
» M-COMMERCE, L-COMMERCE, AND PERVASIVE COMPUTING
» OPENING VIGNETTE: ELITE CARE SUPPORTED BY INTELLIGENT SYSTEMS
» THE IMPACTS OF MSS: AN OVERVIEW
» DECISION-MAKING AND THE MANAGER'S JOB
» ISSUES OF LEGALITY, PRIVACY, AND ETHICS
» INTELLIGENT SYSTEMS AND EMPLOYMENT LEVELS
» Rosati. (2001, September). "Data Integration in Celik, M. (2001, July). "Catching Up with Expert
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