## 2 Decisions--A Review of the Literature
### Models of a Decision-Making Process
\begin{table}
\begin{tabular}{p{113.8 pt} p{113.8 pt} p{113.8 pt}} \hline \hline
**1.** & **Single-Criterion Models:** & **II.** & **Multiple-Criteria Models:** \\ \hline
1. & Discovering the difficulty. & 1. & Identifying the problem. \\
2. & Identifying the problem. & 2. & Identifying decision criteria. \\
3. & Determining the criterion applied to evaluate problem solution variants. & 3. & Assigning weights to criteria. \\
4. & Setting a list of solutions. & 4. & Elaborating alternative solutions. \\
5. & Describing effects of the implementation of each solution. & 5. & Evaluating alternative solutions. \\
6. & Selecting the best solution. & 6. & Selecting the best solution. \\
7. & Implementing the decision. & 7. & Implementing the chosen solution. \\
8. & Evaluating the efficiency of the decision implemented. \\ \hline
**III.** & **[PERSON]’s model:** & **IV.** & **[PERSON]’s model:** \\ \hline
1. & The need to make a decision (goal). & 1. & Identification of the problem. \\
2. & Primary information (opinions, theories). & 2. & Analysis of the context. \\
3. & Empirical studies. & 3. & Definition of the problem. \\
4. & Building a model. & 4. & Elaboration of solutions. \\
5. & Generating solutions. & 5. & Evaluation of variant solutions. \\
6. & Selecting criteria for evaluation. & 6. & Selection of a solution. \\
7. & Evaluation of variants. & 7. & Implementation. \\
8. & Selection of the solution. & 8. & Evaluation of effects. \\
9. & Making a decision. & & \\
10. & Implementation. & 11. & Feedback to correct the model. \\ \hline
**V.** & **Model based on operational studies:** & **VI.** & **Cybernetic decision model:** \\ \hline
1. & Building a model (describing the situation with the mathematical language). & 1. & Input—primary, raw information. \\
2. & Solving the problem presented in the form of a mathematical model. & 2. & Transformation—a decision-making process. \\
3. & Verification of the model—possible corrections. & 3. & Output—secondary information in the form of a decision. \\
4. & Monitoring—feedback and correction of the decision made. & \\ \hline
**VII.** & **Fuzzy data model:** \\ \hline
1. & Data collection stage-input signals & 1. & The stage of defuzzification \\
2. & The fuzzification stage & 2. & Making a decision \\
3. & The stage of fuzzy inference & \\ \hline \hline \end{tabular}
\end{table} 
Table 2: Models of decision-making processes. alternative solutions. In these models, the assessment leads to the identification of the best solution, its implementation and possibly the evaluation of the effects attained. The second group consists of methods based on building a mathematical model, which through the mathematical language presents the decision situations described previously. These methods require the user to prepare primary information, to identify the goal and the measure that will be applied to determine to what degree this aim is reached. The final stage provides feedback that enables the user to correct the model or decision if necessary. The models presented in the table differ from one another in both the approach to the problem being solved and the subsequent procedures, but in each case the completed procedure leads to the solution of a problem. Different approaches may apply to different decision situations, in different fields of business activity. An analysis of the literature related to decision making and research carried out in construction companies and during direction of civil structures revealed the lack of decision models adapted to the specificity of construction activities. The article undertakes research on source materials in order to find an answer to the question of how the decision-making processes in construction look similar to in practice, what stages they consist of and whether they fit into the models described in the literature, and as a result of the research, models of decision-making processes taking into account the specificity of this industry were proposed.