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RICHARD DE NEUFVILLE: What
can we expect to achieve.

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So the evaluation
has many dimensions.

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It is uncertainty.

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Best is not defined.

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What we can do first is
to dominate, to screen out

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the dominate solutions.

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As we can go through
a process and say,

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of the 1,000 different solutions
or the 10 different solutions,

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eight of them, for
example, are of good.

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And there is a dominant
three or four or five

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that are the dominant ones.

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I'll give it a graph of this.

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And then, we want to
recognize that if we're

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talking about
individuals, they must

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have a trade-off in some
way between risk and reward,

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is one way to think about it.

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And groups basically have
to negotiate in some way

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a deal to get things going.

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You might say that
the factory owners

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are the bosses that rule.

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But as you know from experience
that the workers have

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something to say, they may
not have that much power.

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But if they go on strike,
the factory owners just

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can't tell them everything.

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So there is, in some ways,
whether it's explicitly

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or implicitly,
there is typically

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some kind of negotiation between
what individuals might prefer

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or groups might prefer to
what they actually get.

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So the first thing to look at
is this concept of dominance.

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That is, if we look at
two axes of benefits,

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we can think of a locus
or the dominant ones.

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There are various solutions that
represent an amount of one axis

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and one or the other one.

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And there are all kinds of other
possible solutions interior

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to this space so that this
point where my arrow is, right

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at the point of the arrow, we
could agree there are solutions

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that are better on all counts.

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That is, this
particular xy point,

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there are points
which have the same y,

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but better x or the
same x and better y.

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And so that they are
better solutions.

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So the ones in
here are inferior.

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And we don't want
to consider them.

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So the first thing
to do is to try

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to focus on the dominated data.

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Get out of the
dominated alternatives

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and look for the dominant
ones, the ones that

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are on the frontier.

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And I would quickly say that
expected value by itself

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is just one measure.

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And we've emphasized that.

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So for implicitly emphasized
it as a meaningful way

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to talk about distributions.

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But it's only one of
the possible ones.

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And we need to go beyond that.

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So other dimensions
are, for example,

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the worst that could happen.

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And people are
typically risk averse,

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don't like it and sensitive
loss so that they are looking

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at the good value on average.

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But maybe consider
about the downside.

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On the other hand, you may
also be considering the upside.

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So that you know most
startups will fail.

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But the reason you're in them
is because if you hit it big,

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it'd be life-changing,
and therefore,

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although the expected
value for a startup

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is not positive, that it
might make a difference.

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And that's why you do it.

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So the downside, the upside.

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The capital expenditure
may be important.

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How much do I have to
put in to get this?

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You might have some
measure of benefit cost.

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I'm simply saying that
there are many dimensions

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besides an expected value.

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One of them is it's
a very common one

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you should know is this
notion of value at risk.

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And it reflects in a
standard way the lowest 5%

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or 10% of a distribution,
the tails of distribution,

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and is a standard concept in
finance that they will often,

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banks and others will be
interested in saying, well,

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what's the worst
going to happen?

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How probable it is
that this company is

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going to have a big
loss or this borrower

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is going to have a
big loss and is not

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going to be able to repay us.

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So they are interested, not
only how good it can get,

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that's fine, but they want
to get their money back.

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And they're concerned
with what's the downside.

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So they might want
to have this figure

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of what's the value at risk,
either at the 5% or 10% level.

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Conversely, you can talk
about the value in gain.

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This is not a well-established
notion but it's important.

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In fact, my colleagues
and I have set this up

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as a counterpart.

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It's sort of as a way of
balancing off the equation,

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so to speak.

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And, of course, the investors
are mostly interested in that.

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Why am I going to a startup?

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Well, because it might
pay off really well.

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Then, the notion that we use
a law that you've seen it,

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and you've seen it
in the garage case,

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is this notion of
a target curve.

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Says the distribution
of outcomes.

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I particularly like the
cumulative distribution,

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but some others like a
frequency distribution.

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But it's the distribution.

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And it goes from the worst
case to the best case.

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And you can see, read
from it the value at risk

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and the value in gain.

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So if we looked at
these curves, which

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were done in conjunction
with some studies

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from BP by Jijun Lin when he
did his PhD with us, that here

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at the cumulative
probability and the benefits

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of this project and billions
of dollars, as it was,

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it was fun to play with
that kind of money,

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they value at risk at 10% level
was a net PV of about a million

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for the original
design, a million-plus

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for that 5% level it was a loss.

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And so that you can read off
those extremes fairly easily.

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Now, small question.

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If the target curve is always
to the right of another,

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does it dominate?

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That is, if you have
this black line, which

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represents one design,
it's always to the right--

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it is in the positive
direction to the green line--

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does that mean that a design
represented by the black line

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will always be better
than the design

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represented by the green line?

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Now, the obvious
reaction is, well, yeah.

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It's always to the right
so how could it not be?

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The thing is that
the situation that

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may be bad for this
design, that is,

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that occur for these
low returns here,

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may be exactly what's
good for the other one.

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So that although overall the
distribution for the green line

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is inferior to that
for the black line,

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they are cases where the bad
performance of this design

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are the situation where
there's a good performance

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for another line.

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You can imagine it easily that
you're having a gold mine,

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and you're digging in
one direction or another.

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And it could happen
that the choice that

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was great for one case was the
bad one for the other case.

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So it's possible.

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Just a subtlety to alert you to.

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