Thomas L. Saaty

Bio: Thomas L. Saaty is an academic researcher from University of Pittsburgh. The author has contributed to research in topics: Analytic hierarchy process & Analytic network process. The author has an hindex of 92, co-authored 375 publications receiving 95026 citations. Previous affiliations of Thomas L. Saaty include College of Business Administration & Politécnico Grancolombiano.

Planning: Forward and Backward Processes

Abstract: Planning is an ongoing decision process whose purposes are: (1) to specify the ideals, objectives, and goals an organization desires to obtain in the future; (2) to define the programs that must be undertaken to achieve these ends; and (3) to procure the resources, create the organization, and control the results of planning implementation.

The Middle East Conflict: Origins, Evolution, and Attempts to Resolve

Abstract: When future Israeli Prime Minister David Ben-Gurion (born David Grun, he adopted the Hebrew name Ben-Gurion, after the Jewish leading figure Joseph ben Gurion of the Great Jewish Revolt against the Romans) arrived in Palestine in 1906, he ignored the fact that the land was populated by a non-Jewish majority. While the Land of Israel has powerful religious, historical, social, and cultural importance for Jews—religious and non-religious alike—the majority population in 1906 was Moslem. That is a fact. However, that fact does not diminish the 5000-year Biblical connection between the Land of Israel and the Jewish people. That, too, is a fact. These are not competing truths for both are true; these truths—while largely not in dispute—do not prevent an ongoing battle of the narrative. In many ways, that battle is at the root of the conflict; each side claims its historical superiority, each side stakes a claim that it “was here first,” and each side believes its claims to be the mantel of historical ascendency.

The Palestinian Refugee Problem: Compensation and Reparation Program

Abstract: We are not interested in studying how and why those departures took place. Our sole objective is to study the refugee problem in the context of Principle 7 of the Pittsburgh Declaration of Principles—August 2011.

Seven Is the Magic Number in Nature

Abstract: (ProQuest: ... denotes formulae omitted.)Joshua and Israel marched around Jericho seven times while seven priests blew seven trumpets before the walls came crashing down.(Joshua 6:3-4)IntroductionWhere there is structure, the parts of the structure must function together with a degree of consistency and purpose. Specifically, I am thinking of dynamic systems in which there are action and reaction among the parts and their functions and also friction and resistance. Natural systems, such as the cells in our bodies, and man-made systems, such as a watch, are constructed in a hierarchic way so that the different parts in each level work together consistently-that is, each group performs a function to fulfill some purpose. Thus, the number of functions working together determines the structure through which materials or energy pass. The number of functions that can work together is determined by the consistency of the interactions of these functions. Conversely, consistency among the functions depends on the number of interacting components; if there is a large number, the possibility of inconsistency is greater. How large should the number of functions be to fulfill a purpose? The answer given here has important implications for constructing both physical and social systems. The current paper shows with mathematics supported by examples that 7 to 8 seem to be the maximum number for any component of a complex system.A system consists of a structure, flows in the structure, functions or actions that the flows perform, and a purpose for the system to fulfill. There can be multiple flows, functions, and purposes served. For example, to survive the human body must perform a few interacting functions through its flows, such as circulating blood, breathing, digesting, reproducing, sending hormones, firing nerves, moving muscles, obtaining support from bones, and relying on integumentary parts (e.g., hairs, nails). The last two or three serve to support the functions of the other organs and are fairly independent of them.The functions themselves are a synthesis of lesser functions; digestion involves chewing, tasting, swallowing, secreting chemicals, breaking down complex sugars into simple sugars and proteins into amino acids, and emulsifying fats, absorbing the nutrients of the food we eat, and excreting the waste. These sub-function themselves can each be broken down to lesser sub-functions. Thus, the structure of any system needs to be broken down hierarchically into modules to facilitate the flows in that system and their functions. Modularity is a general principle for managing complexity. By breaking down a complex system into discrete pieces-which can then communicate with one another only through standardized interfaces within a standardized architecture-one can eliminate what would otherwise be an unmanageable tangle of system-wide interconnections.The functions interact and depend on each other-each one of them is important for the maintenance and survival of the other functions. However, for a system or subsystem to survive, there cannot be an excessive number of functions. Such an idea is not new in the literature of technological design (Simon, 1962).1 The aforementioned theory is thought to have been operating as a law of nature from the beginning even if, as some claim (Baldwin and Clark, 1997), modularity is becoming more important today because of the increased complexity of modern technology. We can apply the idea of modularity not only to technological design but also to social organizations.The structure of a system is designed to accommodate certain flows that pass through it. Subsystems of the system have different functions that interact, which lead to the fulfillment of the overall purpose. The functions must therefore work together (i.e., be interdependent and conjoint and give feedback) to achieve the purpose. When one or more functions are faulty, the purpose the system is designed to serve fails in different degrees. …

The Analytic Hierarchy Process

Abstract: This chapter provides an overview of Analytic Hierarchy Process (AHP), which is a systematic procedure for representing the elements of any problem hierarchically. It organizes the basic rationality by breaking down a problem into its smaller constituent parts and then guides decision makers through a series of pair-wise comparison judgments to express the relative strength or intensity of impact of the elements in the hierarchy. These judgments are then translated to numbers. The AHP includes procedures and principles used to synthesize the many judgments to derive priorities among criteria and subsequently for alternative solutions. It is useful to note that the numbers thus obtained are ratio scale estimates and correspond to so-called hard numbers. Problem solving is a process of setting priorities in steps. One step decides on the most important elements of a problem, another on how best to repair, replace, test, and evaluate the elements, and another on how to implement the solution and measure performance.

Fuzzy Set Theory - and Its Applications

Abstract: Fuzzy Set Theory - And Its Applications, Third Edition is a textbook for courses in fuzzy set theory. It can also be used as an introduction to the subject. The character of a textbook is balanced with the dynamic nature of the research in the field by including many useful references to develop a deeper understanding among interested readers. The book updates the research agenda (which has witnessed profound and startling advances since its inception some 30 years ago) with chapters on possibility theory, fuzzy logic and approximate reasoning, expert systems, fuzzy control, fuzzy data analysis, decision making and fuzzy set models in operations research. All chapters have been updated. Exercises are included.

Principles of Neural Science

Abstract: I have developed "tennis elbow" from lugging this book around the past four weeks, but it is worth the pain, the effort, and the aspirin. It is also worth the (relatively speaking) bargain price. Including appendixes, this book contains 894 pages of text. The entire panorama of the neural sciences is surveyed and examined, and it is comprehensive in its scope, from genomes to social behaviors. The editors explicitly state that the book is designed as "an introductory text for students of biology, behavior, and medicine," but it is hard to imagine any audience, interested in any fragment of neuroscience at any level of sophistication, that would not enjoy this book. The editors have done a masterful job of weaving together the biologic, the behavioral, and the clinical sciences into a single tapestry in which everyone from the molecular biologist to the practicing psychiatrist can find and appreciate his or