Examples of decision tree in the following topics:
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- Decision trees are useful analytic tools for considering the ethical dimensions of a decision.
- Decision trees are graphical representations of alternatives and possible outcomes.
- The decisions are represented by the branches of the tree.
- Decision trees can be applied to ethical matters as well.
- Define the concept of a decision tree as it applies to the ethical dimensions of a decision.
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- Decision tree analysis can be a useful tool for evaluating ethical decisions.
- A decision tree calculates the expected values of competing alternative.
- Decision trees can be applied to ethical considerations.
- The top box of the decision tree would state "Colleague Dilemma."
- This example of a decision tree shows the decision maker trying to choose where to go on vacation.
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- A decision tree is a decision support tool that uses a tree-like graph or model of decisions and their possible consequences.
- A decision tree is a decision support tool that uses a tree-like graph or model of decisions and their possible consequences, including chance event outcomes, resource costs, and utility.
- Decision trees are set up much like an organizational flow chart.
- In order to set up and use a decision tree, the user must first list each decision point.
- There may not be an idea strategy shown on the decision tree.
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- A decision tree is a decision support tool that uses a structured graphical depiction of alternatives.
- Decision trees help divide larger decisions into smaller ones and are useful for uncovering all available options.
- Decision trees have a starting point and then branch out, with each branch representing a different event, action, or outcome.
- Decision trees have three types of nodes at each part of the diagram:
- Decision trees can improve investment decisions by optimizing them for maximum payoff.
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- The model uses a decision-tree technique to diagnose aspects of the situation methodically.
- By answering the questions honestly, the decision tree provides the leader with the preferred decision style for the given situation.
- This is an example of a decision tree.
- The Vroom-Yetton-Jago model utilizes decision trees to determine the best leadership style for a given situation.
- Apply the Vroom-Jago decision-tree model to guide leaders in a decision-making situation
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- In order to eliminate bias in a decision, one can use tools such as influence diagrams and decision trees to evaluate alternatives.
- These range from simple tools such as lists of pros and cons to more complex models such as decision trees and influence diagrams, which can capture more variables and include more data.
- A decision tree specifies alternatives visually and creates paths of subdecisions to be made or uncertainties to be considered in order to estimate the outcome of a given choice.
- One limitation to using decision trees is that they can become highly complicated as decisions become more complex or outcomes involve greater numbers of variables.
- Model potential decision alternatives through utilizing pro/con analysis, influence diagrams, decision trees and Bayesian networks
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- A decision tree is a branching graph or model of decisions and their possible consequences, including chance event outcomes, resource costs, and utility.
- Decision trees are commonly used in operations research (specifically in decision analysis) to help identify a strategy most likely to reach a specified goal.
- They can also be used to map out a thought process or the possible consequences of a decision.
- Decision trees are used to determine the consequences and potential outcomes of an investment or a project.
- This decision tree shows the money lost or gained at each step along multiple potential paths of action.
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- A tree may not indicate how much time passed between the evolution of amniotic eggs and hair.
- What the tree does show is the order in which things took place.
- Remember, any phylogenetic tree is a part of the greater whole and, as with a real tree, it does not grow in only one direction after a new branch develops.
- This ladder-like phylogenetic tree of vertebrates is rooted by an organism that lacked a vertebral column.
- Identify the limitations of phylogenetic trees as representations of the organization of life
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- A list of possible causes, like a fault-tree analysis, tends to downplay the impact of isolated factors.
- Organizations need to cope with issues that are too complex to be fully understood, yet significant decisions need to be made that are based on a limited understanding or limited information.
- Numerous organizations have applied scenario planning to a broad range of issues, from relatively simple, tactical decisions to the complex process of strategic planning and vision building.
- It serves little purpose to pretend to anticipate every possible consequence of a corporate decision, every possible constraining or enabling factor, and every possible point of view.
- Fault trees can help outline possible outcomes.
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- In a rooted tree, the branching indicates evolutionary relationships .
- In addition, the tree can be used to study entire groups of organisms.
- Both of these phylogenetic trees shows the relationship of the three domains of life (Bacteria, Archaea, and Eukarya), but the (a) rooted tree attempts to identify when various species diverged from a common ancestor, while the (b) unrooted tree does not.
- The root of a phylogenetic tree indicates that an ancestral lineage gave rise to all organisms on the tree.
- Describe the various types of phylogenetic trees and how they organize life