The aim is to establish the relationships between DSS and the decision process, especially related to public policy analysis.
Significant part of the answer to your question results from the definition of the Decision Support System (DSS). Shortly speaking, in principle there are twofold features of the DSS: ability to "propose" decisions and the ability to evaluate the impact of the decisions. Both of these capabilities allow the Decision Maker to consider in a structured manner possible decisions and impact of these decisions. Permanently improving IT technologies allow to build more and more sophisticated DSSs, which contain multitude of models and other formal tools, including complex graphical capabilities covering a lot of aspects regarding behavior of the system subject of consideration. This trend allows in consequence to create and consider more comprehensive description of the system, for which the decision are being if not made, then at least assessed on one side and to obtain and present in more meaningful matter (graphics, maps, etc. instead of plain numbers) the consequences of the decisions. There is also additional aspect associated with the existence and usage of DSS: in the decision process involving usage of the DSS can participate not only small circles of analysts and specialists, but also - which is very important in case of projects associated with significant social and/or environmental consequences - broader public. This feature creates enormous possibilities both in terms of obtaining social approval (or disapproval) for the decisions, but also it enhances the transparency of the decision making.
Improves efficiency and speed of decision-making activities.
Increases the control, competitiveness and capability of futuristic decision-making of the organization.
Facilitates interpersonal communication.
Encourages learning or training.
Since it is mostly used in non-programmed decisions, it reveals new approaches and sets up new evidences for an unusual decision.
Helps automate managerial processes.
Improves efficiency and speed of decision-making activities.
Increases the control, competitiveness and capability of futuristic decision-making of the organization.
Facilitates interpersonal communication.
Encourages learning or training.
Since it is mostly used in non-programmed decisions, it reveals new approaches and sets up new evidences for an unusual decision.
Helps automate managerial processes.
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