A canonical theory of dynamic decision-making

Decision-making behavior is studied in many very different fields, from medicine and eco- nomics to psychology and neuroscience, with major contributions from mathematics and statistics, computer science, AI, and other technical disciplines. However the conceptual- ization of what decision-making is and methods for studying it vary greatly and this has resulted in fragmentation of the field. A theory that can accommodate various perspectives may facilitate interdisciplinary working. We present such a theory in which decision-making is articulated as a set of canonical functions that are sufficiently general to accommodate diverse viewpoints, yet sufficiently precise that they can be instantiated in different ways for specific theoretical or practical purposes. The canons cover the whole decision cycle, from the framing of a decision based on the goals, beliefs, and background knowledge of the decision-maker to the formulation of decision options, establishing preferences over them, and making commitments. Commitments can lead to the initiation of new decisions and any step in the cycle can incorporate reasoning about previous decisions and the rationales for them, and lead to revising or abandoning existing commitments. The theory situates decision-making with respect to other high-level cognitive capabilities like problem solving, planning, and collaborative decision-making. The canonical approach is assessed in three domains: cognitive and neuropsychology, artificial intelligence, and decision engineering

A User-centric Taxonomy for Conversational Generative Language Models

Conversational generative language models (GLMs) like ChatGPT are being rapidly adopted. Previous research on non-conversational GLMs showed that formulating prompts is critical for receiving good outputs. However, it is unclear how conversational GLMs are used when solving complex problems that require multi-step interactions. This paper addresses this research gap based on findings from a large participant event we conducted, where ChatGPT was iteratively and in a multi-step manner used while solving a complex problem. We derived a taxonomy of prompting behavior employed for solving complex problems as well as archetypes. While the taxonomy provides common knowledge on GLMs usage based on analyzed input-prompts, the different archetypes facilitate the classification of operators according to their usage. With both we provide exploratory knowledge and a foundation for design science research endeavors, which can be referred to, enabling further research and development of prompt engineering, prompting tactics, and prompting strategies on common ground

Integration of BPM systems

New technologies have emerged to support the global economy where for instance suppliers, manufactures and retailers are working together in order to minimise the cost and maximise efficiency. One of the technologies that has become a buzz word for many businesses is business process management or BPM. A business process comprises activities and tasks, the resources required to perform each task, and the business rules linking these activities and tasks. The tasks may be performed by human and/or machine actors. Workflow provides a way of describing the order of execution and the dependent relationships between the constituting activities of short or long running processes. Workflow allows businesses to capture not only the information but also the processes that transform the information - the process asset (Koulopoulos, T. M., 1995). Applications which involve automated, human-centric and collaborative processes across organisations are inherently different from one organisation to another. Even within the same organisation but over time, applications are adapted as ongoing change to the business processes is seen as the norm in today’s dynamic business environment. The major difference lies in the specifics of business processes which are changing rapidly in order to match the way in which businesses operate. In this chapter we introduce and discuss Business Process Management (BPM) with a focus on the integration of heterogeneous BPM systems across multiple organisations. We identify the problems and the main challenges not only with regards to technologies but also in the social and cultural context. We also discuss the issues that have arisen in our bid to find the solutions