Adaptive multi-criteria group decision-making model based on consistency and consensus with intuitionistic reciprocal preference relations: a case study in energy storage technology selection
Abstract
Aim: This study aims to present a multi-criteria group decision-making model with intuitionistic reciprocal preference relations that incorporates a new feedback mechanims adapting its operation to the decision-makers' consistency.
Methods: A new adaptive feedback mechanism is developed within a multi-criteria group decision-making model. Assuming different kinds of decision-makers classified according to their consistency, this feedback mechanism customizes the recommendations given by adopting three strategies to identify the problematic assessments that the decision-makers should change if they want to collaborate to increase the consensus.
Results: The performance of the proposed model is shown in a case study for the selection of an energy storage technology. It shows that the decision-makers providing assessments with low consistency must modify more assessments, allowing the most consistent decision-makers to be the leaders of the negotiation and persuade the others to adjust their assessments to improve the agreement achieved.
Conclusion: In this study, a novel multi-criteria group decision-making model is developed. It includes an adaptive feedback mechanism adjusting the advice provided by considering the decision-makers' consistency. It allows that the assessments of the most consistent decision-makers never be strongly modified during the decision process.
Keywords
INTRODUCTION
What way should I drive to work? What blouse or shirt to wear? Decision-making is a daily exercise done by human beings without hesitation, without thought. It is also a process and a habit with regard to organization, being the most critical process because successful and effective choices make a profit to the organization and failed ones make losses[1]. As a consequence, here, hesitation, fear and self doubt, may come.
The complicated nature of organizational environments makes hard to consider, for an individual decision-maker, all the features of a problem in order to make the choice. In addition, research suggests that groups make better decisions than individual decision-makers[2]. Many important decisions in society, such as governing bodies, committees, business partners, juries, and so on, are made by group of decision-makers[3].
Moving from an individual decision-maker to a group of them adds complexity to the decision-making process. For this reason, group decision-making models, such as voting-based models[4] or Delphi technique[5], among others, have been developed. The problem is now longer choosing the appropriate course of action or option among several alternative possibilities by considering an individual's opinion[6], but rather the study must be extended to consider the difference of opinion or level of dissatisfaction among several parties[7]. In consequence, consensus processes are usually carried out[8, 9].
Consensus is a process by which a group of decision-makers try to achieve an agreement. Here, the opinions of all participants are collected and integrated to arrive at a final decision acceptable to all, even if it is not the "favorite" of each decision-maker. That is, consensus requires that a majority accepts a given course of action, but that the minority approves to go along with the course of action[7]. To do it, the decision-makers must modify their initial opinions to align their positions.
Within the consensus process, a notable stage is the feedback mechanism[10], in which the decision-makers are advised to change their judgments to improve the agreement achieved. For this reason, a number of feedback mechanisms have been developed. In the first feedback mechanisms proposed[8, 11-13], the advice given to the decision-makers was provided by a person, called moderator. The shortcoming of these feedback mechanisms is the subjectivity that the moderator can introduce into the process. To avoid this subjectivity, automatic feedback mechanisms simulating the moderator's activity were developed[8, 14-17], making more efficient and effective the consensus process. Among them, those that adapt their operation to a given criterion, as, for example, the decision makers' knowledge[17] or the decision makers' credibility[14], have shown better performance[18]. However, the shortcoming of these approaches is that the values associated with the knowledge and the credibility are assigned subjectively. Therefore, it presents a similar problem that the approaches based on the moderator.
Given that feedback mechanisms are very relevant within the consensus process, this study aims to build a group decision-making model incorporating a new feedback mechanism that adapts its behaviour according to the decision-makers' consistency [19-21]. In particular, it adjusts the amount of advice required by each decision-maker depending on her/his consistency. Different from the existing adaptive feedback mechanisms, in this new one, the consistency related to each decision-maker is computed objectively instead of being assigned subjectively. This new feedback mechanism can also deal with decision-making problems in which the decision-makers use intuitionistic reciprocal preference relations (preference relations in which the pairwise comparisons are made via a membership degree and a non-membership degree) to express their assessments and it can manage multi-criteria contexts, i.e., decision-making problems in which different criteria are considered. Here, instead of assuming that the decision-makers provide their assessments between pairs of alternatives as a whole, different criteria are bare in mind[22]. For instance, let us suppose a project of renewable energy storage that, according to energy characteristics, energy demand, and local hydro geographic characteristics, considers different renewable energy storage technology alternatives, namely, Li-ion battery, supercapacitor, high temperature thermal energy storage and flywheels[23]. In a multi-criteria setting, the preference of an alternative over another one is evaluated according to different criteria such as storage capacity, input cost, emissions, economic benefit, response time, social acceptance, and so on.
The content of this study is divided into five sections. In Section "Background", we recall the basic concepts and procedures related to the proposed model. The new model for group decision-making is elaborated on in Section "A New Adaptive Multi-Criteria Group Decision-Making Model". Strong attention is given to the feedback mechanism. Section "Case Study: Selection of an energy Storage Technology" provides a case study that helps understand the performance of the proposed model. Finally, Section "Concluding Remarks" provides some concluding remarks about the advantages and disadvantages of the proposed model along with some further research directions.
BACKGROUND
This section recalls the definitions of the Atanassov's intuitionistic fuzzy sets and the intuitionistic reciprocal preference relations. Furthermore, a procedure to obtain the consistency associated with an intuitionistic reciprocal preference relation and a procedure to compute the agreement achieved between the assessments contained in a set of intuitionistic reciprocal preference relations are described.
Atanassov's intuitionistic fuzzy sets
As an extension of the concept of fuzzy set, Krassimir Atanassov introduced the notion of intuitionistic fuzzy set[24], which relaxes a fundamental assumption of the fuzzy set theory, i.e. the complement of a fuzzy set
Definition 1[24] Let
On the one hand, the AIFS
Intuitionistic reciprocal preference relations
As generalizations of the reciprocal preference relations, Zeshui Xu introduced the intuitionistic reciprocal preference relations[26]. They arise when AIFSs are used to make pairwise comparisons between the alternatives.
Definition 2[26] An intuitionistic reciprocal preference relation (IRPR)
Consistency
On the one hand, consistency is associated with the property of transitivity[27]. On the other hand, rationality is related to consistency[28]. The transitivity has been characterized in reciprocal preference relations in different ways. However, Chiclana et al.[29] proved most of them are incorrect and concluded that the multiplicative transitivity property is the most adequate. Formally, Wu and Chiclana[30] generalized this property to IRPR by, first, applying the extension principle[31] to the case in which, instead of crisp values in the unit interval, fuzzy sets are used as preference values. Second, they applied the representation theorem[32] to those fuzzy sets in order to obtain the property of multiplicative transitivity related to the fuzzy preference values. Third, they applied this result to the case when interval-valued fuzzy sets are used instead of fuzzy sets. It led to the extension of the property of multiplicative transitivity from reciprocal preference relations to interval-valued reciprocal preference relations. In the end, the property of multiplicative transitivity for IRPR was formulated by using the mathematical isomorphims between the AIFSs and the interval-valued fuzzy sets[33].
Definition 3[30] An IRPR
Given two alternatives,
In Equation (2), both expressions are always true whether two of the three sub-indexes are equal. Let
The global multiplicative transitivity based estimated value related to a particular pair of alternatives,
being
As a result of this, given an IRPR
If an IRPR
whenever
Based on these results, a procedure to compute the consistency level, called
being
Consensus
Cabrerizo et al.[35] introduced a procedure to measure the consensus, called
● Calculation of a matrix for each pair of decision-makers,
being
● Calculation of a matrix for each criterion,
● Calculation, for each matrix
● Calculation of
A NEW ADAPTIVE MULTI-CRITERIA GROUP DECISION-MAKING MODEL
We present a new adaptive group decision-making method that deal with multi-criteria contexts in which the decision-makers make use of IRPRs to express their assessments. It is structured in the following five stages (see Figure 1): (i) articulation of the IRPRs; (ii) analysis of consensus; (iii) feedback mechanism; (iv) calculation of the collective IRPR; and (v) ranking of the alternatives. Its main novelty is that it incorporates a feedback mechanism that is able to deal with multi-criteria settings and it is based on the decision-makers' consistency in such a way that it provides more recommendations to the decision-makers with lower consistency levels than to the decision-makers with higher consistency levels. Next, we elaborate on the above stages in detail.
Articulation of the IRPRs
The starting point is a group of
Analysis of consensus
The second stage consists in analyzing the consensus achieved. When all the decision-makers have given their IRPRs, the procedure described in Section Background is carried out to measure the consensus achieved. Concretely, the value of
Feedback mechanism
We introduce a new feedback mechanism assuming that decision-makers with lower consistency levels need more advice than those with higher consistency levels. That is, because a low consistency level means that the decision-maker has provided contradictory assessments, it seems logical that the decision-makers providing inconsistency assessments will require more advice on how to modify their judgments. If a decision-maker has expressed contradictory assessments, it could mean that she or he does not have the enough level of knowledge about the alternatives and the criteria. Therefore, more adjustments in their assessments should be needed to lead a consensual decision. On the contrary, decision-makers with higher consistency levels will need low adjustments in their assessments to lead to consensus. Based on this assumption, this new feedback mechanism adapts its operation according to the decision-makers' consistency. This feedback mechanism, composed of four stages: (i) classifying of the decision-makers; (ii)computing proximity measures; (iii) looking for problematic assessments; and (iv) giving advice, is presented in what follows.
Classifying of the decision-makers
This task is accomplished by including each decision-maker into one of these subsets according to her or his consistency level: (i) very consistent,
being
Computing proximity measures
Once the decision-makers have been classified into one of the subsets, some proximity measures, which compute the agreement level between the individual IRPRs given by the decision-makers and the group one, are computed. This is done as follows[8]:
● Computation of a collective IRPR,
In the aggregation, we must bear in mind that the decision-makers have distinct consistency levels that can act as weights of the aggregation. This is done by transforming the intuitionistic fuzzy value under the weight to generate a new value[37], which is used in the aggregation. In Equation (17), this is done by means of the weighted average.
● Once the collective IRPRs have been calculated, three proximity measures, namely, a measure of proximity,
being
For each criterion, these three measures of proximity obtain the similarity between the assessment provided by the decision-maker and the collective one on a pair of alternatives, the similarity between the assessments provided by the decision-maker on an alternative and the collective one, and the similarity between the IRPR provided by the decision-maker and the collective one, respectively.
Looking for problematic assessments
This task consists in determining the problematic assessments, that is, those that should be adjusted to improve the consensus in the next round of negotiation. To identify these assessments, three strategies are applied according to the subset in which the decision-maker is included.
1. Determining problematic assessments for hardly consistent decision-makers. According to the common sense, the decision-makers included in this subset give less knowledgeable assessments. Consequently, more modifications are needed here. Hence, in this subset, we apply an strategy trying to adjust the assessments on all pair of alternatives having a low agreement. It is carried out as follows:
(a) Determining the pairs of alternatives,
(b) Determining the problematic assessments,
2. Determining problematic assessments for consistent decision-makers. This strategy tries to reduce the number of changes suggested to the decision-makers. This is done by analyzing the agreement from the viewpoint of the alternatives, that is, it only takes into account the assessments of the alternatives in which the agreement is not enough, rather than focusing on all the pairs of alternatives. Furthermore, different from the previous strategy, in which all the decision-makers are required to adjust the determined assessments, here, only the decision-makers whose measure of proximity at the level of alternatives is lower than a threshold are required to modify their assessments. It is carried out as follows:
(a) Determining the alternatives,
(b) Determining the pairs of alternatives,
(c) Determining a threshold,
(d) Determining the problematic assessments,
3. Determining problematic assessments for very consistent decision-makers. Here, we deal with the decision-makers included in
(a) Determining the alternatives,
(b) Determining the pairs of alternatives,
(c) A threshold
(d) Determining the problematic assessments,
Giving advice
Once the problematic assessments have been recognized, the decision-makers need advice on how to modify their assessments. Concretely, for each assessment recognized as problematic, its adjustment is suggested by the feedback mechanism as follows:
● If
● If
Calculation of the collective IRPR
The collective IRPR is computed by fusing all the individual decision-makers' IRPRs, which is performed by using a given aggregation function[38]. In this study, because we take into account a number of criteria and weights of importance associated with them, the weighted arithmetic mean is applied as aggregation function. Concretely, the collective IRPR is obtaining by means of the following procedure:
● A collective IRPR,
● Using the information contained in the collective IRPRs related to the criteria, the collective IRPR,
Ranking of the alternatives
To rank the alternatives solving the multi-criteria decision-making problem from best to worst, the information contained in the collective IRPR must be exploited. Distinct functions could be applied to perform this task[39]. Among them, we use the quantifier-guided dominance degree,
This choice degree of alternatives determines the dominance that the alternative
CASE STUDY: SELECTION OF AN ENERGY STORAGE TECHNOLOGY
For a project of renewable energy storage, a number of possible alternatives of renewable energy storage technologies are selected according to energy characteristics, energy demand, local hydro geographic characteristics, and so on. These alternatives are: (i) Li-ion battery (
In what follows, we illustrate the application of the proposed model to solve this multi-criteria group decision-making problem. In the first negotiation round (we assume a maximum number of five rounds), all the stages are described in detail. However, in the following negotiation rounds, only the most relevant information is provided, namely, the IRPRs given by the decision-makers, the consensus achieved and the advice provided by the feedback mechanism.
First negotiation round
Articulation of the IRPRs
The assessments, in the form of IRPRs, provided initially by the decision-makers are:
Analysis of consensus
To analyse the consensus achieved, the procedure described in Section "Background" is applied, using the Hamming distance between two AIFSs,
First, the similarity matrices for each pair of decision-makers, which are omitted, are calculated. Then, a consensus matrix
1. Measure of consensus related to pair of alternatives:
2. Measure of consensus related to an alternative:
3. Measure of global consensus:
According to the values of the three measures of global consensus and the importance weights related to the criteria, the consensus achieved, which is computed using Equation (15), is
Feedback mechanism
First, the decision-makers are classified according to their consistency levels, which are obtained according to the procedure described in Section "Background" (the Hamming distance is also used here as distance metric):
According to these consistency levels and assuming
Once the decision-makers have been included in their corresponding subsets, the proximity measures are computed:
● Computation of the collective IRPRs for each criterion:
● Computation of the measures of proximity related to a pair of alternatives:
● Computation of the measures of proximity related to an alternative:
● Computation of the measure of proximity on the relation:
When the measures of proximity have been calculated, the problematic assessments can be obtained:
● Determining problematic assessments for hardly consistent decision-makers:
- Pair of alternatives for each criterion
- Problematic assessments to be modified by the decision-makers
● Determining problematic assessments for consistent decision-makers:
- Alternatives for each criterion
- Pair of alternatives for each criterion
- Problematic assessments to be modified by the decision-makers
● Determining problematic assessments for very consistent decision-makers:
- Alternatives for each criterion
- Pair of alternatives for each criterion
- Problematic assessments to be modified by the decision-makers
According to these results, the recommendations provided by the feedback mechanism are the following (
Second negotiation round
Articulation of the IRPRs
We assume that the decision-makers agree with the recommendations given by the feedback mechanism. The new IRPRs provided are:
Analysis of consensus
After computing the measures of consensus using these new IRPRs, the
Calculation of the collective IRPR
Once the consensus achieved is enough, the collective IRPR
Ranking the alternatives
Using the quantifier-guided dominance degree, the values associated to each alternative are:
It means that, according to the decision-makers involved in this decision-making problem, the energy storage technology selected should be the high temperature thermal energy storage.
CONCLUDING REMARKS
In this study, we have presented a novel group decision-making model incorporating a feedback mechanism that considers the decision-makers' consistency. Assuming different kinds of decision-makers classified according to their consistency, this feedback mechanism customizes the recommendations provided. This is done by adopting three strategies to identify the problematic assessments that the decision-makers should change whether they want to collaborate to improve the consensus. In each negotiation round, three strategies are performed differently by taking into account the current measures of both consensus and proximity. The objective is that the assessments of the most consistent decision-makers never be strongly adjusted during the negotiation rounds. This leads to the most consistency decision-makers to be the leaders of the negotiation and persuade the rest of the decision-makers to adjust their assessments to increase the consensus.
Whether the models for group decision-making deal with different aspects of the decision-making process, a comparison of the results returned by a model with others is not a straightforward task. The characteristics considered by the models are different and, as a consequence, a quantitative comparison would not be meaningful. In any case, in the following, we analyze some advantages and shortcomings of the model proposed in this study. First, unlike the models incorporating feedback mechanisms whose operation remains fixed throughout the different negotiation rounds[8, 11-13, 15] (they considers all the decision-makers have equal importance), the proposed model adapts its operation to the decision-makers' consistency. If the decision-makers' consistency is not considered by the feedback mechanism (importance weight) to provide the advice, an undesirable situation could happen, that is, decision-makers with a low consistency, but with similar assessments, could be the leaders of the negotiation due to the similarity in their assessments. Consequently, to improve the agreement, the most consistent decision-makers should adjust their assessments. Nevertheless, because the proposed model provides advice according to the decision-makers' consistency, the decision-makers with a low consistency receive more advice to adjust their assessments, allowing for the consistent decision-makers to be the leaders of the negotiation and convince the other decision-makers to change their assessments to increase the consensus. Second, different adaptive feedback mechanisms have been developed[14, 16, 17], but they still present drawbacks. The model developed by[16] adapts its operation to the level of agreement achieved in every negotiation round, which allows to reduce the number of negotiation round an to converge faster to the consensus. Nevertheless, because it does not consider the consistency to provide the advice, the same problem described in the above models is also presented here. The models introduces by[14, 17] are the most similar to the one developed here, but adapting the advice to the credibility and the importance, respectively, of the decision-makers. However, these values are subjectively assigned to the decision-makers. In addition, they are not able to deal with multi-criteria settings.
Finally, we point out that the research conducted in this study can be continued as follows. First, the situations in which decision-making problems are carried out have changed due to social networks, which facilitate the participation of decision-makers, increasing the number of them. It has caused a new field withing group decision-making, known as large scale group decision-making[40], that is currently gaining a great attention. Therefore, the proposed model could be adapted to deal with this new kind of decision-making problem. Second, intuitionistic reciprocal preference relations have been assumed, but other type of preference relations as, for example, fuzzy hesitant preference relations, which allow to model the decision-maker's hesitancy, could be used [41, 42]. Hence, the proposed model could be extended to deal with this kind of preference relations. Third, to facilitate the achievement of agreements and negotiate them, automatic argumentation methods could be incorporated into the proposed model[43-45]. And, fourth, it could be applied to other areas related to green manufacturing[46].
DECLARATIONS
Authors' contributions
Made substantial contributions to conception and design of the study and performed data analysis and interpretation: Cabrerizo FJ, Trillo JR, Alonso S, Morente-Molinera JA
Availability of data and materials
Not applicable.
Financial support and sponsorship
This work was supported by the project B-TIC-590-UGR20 co-funded by the Programa Operativo FEDER 2014-2020 and the Regional Ministry of Economy, Knowledge, Enterprise and Universities (CECEU) of Andalusia, and by the project PID2019-103880RB-I00 funded by MCIN / AEI / 10.13039/501100011033.
Conflicts of interest
All authors declared that there are no conflicts of interest.
Ethical approval and consent to participate
Not applicable.
Consent for publication
Not applicable.
Copyright
© The Author(s) 2022.
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Cite This Article
How to Cite
Cabrerizo, F. J.; Trillo J. R.; Alonso S.; Morente-Molinera J. A. Adaptive multi-criteria group decision-making model based on consistency and consensus with intuitionistic reciprocal preference relations: a case study in energy storage technology selection. . J. Smart. Environ. Green. Comput. 2022, 2, 58-75. http://dx.doi.org/10.20517/jsegc.2022.15
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