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Informationen zum Autor M. Granger Morgan is the Hamerschlag Professor of Engineering at Carnegie Mellon University, Pennsylvania, where he was the founding Head of the Department of Engineering and Public Policy. He also holds appointments in Electrical and Computer Engineering and in the H. John Heinz III College of Public Policy and Management. He has worked extensively on policy problems that involve issues in science and technology. Much of his work has focused on the characterization and treatment of uncertainty, especially as applied to environmental issues, involving energy and electric power, and many aspects of the problem of climate change. Morgan's formal academic training is in applied physics. He is a member of the US National Academy of Sciences. He is the author of many papers and five books including Uncertainty: A Guide to Dealing with Uncertainty in Quantitative Risk and Policy Analysis (Cambridge, 1990) and Risk Communication: A Mental Models Approach (Cambridge, 2001). Klappentext Practitioners of policy analysis will better understand the tools of their trade, and the broader contexts in which analysis contributes. Zusammenfassung Performing good policy analysis requires more than picking up well-established tools like benefit-cost analysis and 'turning the crank'. It requires an understanding of the strengths and limitations of those tools and the broader contexts in which analysis contributes. This book will help students and practitioners develop and apply that understanding. Inhaltsverzeichnis 1. Policy analysis: an overview; Part I. Making Decisions that Maximize Utility: 2. Preferences and the idea of utility; 3. Benefit-cost analysis; 4. Decision analysis; 5. Valuing intangibles and other non-market outcomes; 6. Multi-attribute utility theory and multi-criteria decision making with Jared L. Cohon; 7. Preferences over time and across space; Part II. Some Widely Used Analysis Tools and Topics: 8. Characterizing, analyzing, and communicating uncertainty; 9. Expert elicitation; 10. Risk analysis; 11. The use of models in policy analysis; Part III. How Individuals and Organizations Actually Make Decisions: 12. Human mental processes for perception, memory, and decision making; 13. Risk perception and risk ranking; 14. Risk communication; 15. Organizational behavior and decision making; Part IV. The Policy Process and S&T Policy (Mainly) in the United States: 16. Analysis and the policy process; 17. The period prior to World War II; 18. US science and technology policy from World War II to 1960; 19. Science and technology advice to government; Appendices; Index....
