Decision analysis basics: In managerial problem solving, calculating expected outcomes is intended primarily to help managers do which of the following?

Introduction / Context:
Managers frequently face uncertainty. Expected outcomes (for example, expected value, expected cost, expected time) summarize uncertain results by weighting possible outcomes by their probabilities. This technique supports problem identification, solution generation, and solution evaluation.

Given Data / Assumptions:

• Uncertain alternatives can be described by scenarios and probabilities.
• Managers need a consistent way to compare choices.
• Expected outcome calculations inform multiple stages of decision making.

Concept / Approach:
Expected value = sum over i of (probability_i * outcome_i). The same logic applies to costs, times, or utilities. This helps flag problematic processes (high expected loss), inspires solution options (reduce probability or impact), and evaluates options by comparing expected metrics.

Step-by-Step Solution:

Verification / Alternative check:
Decision analysis and risk management frameworks (decision trees, Monte Carlo) operationalize exactly these steps.

Why Other Options Are Wrong:
Choosing only one stage ignores the breadth of how expected outcomes assist across the decision lifecycle.

Common Pitfalls:
Relying solely on expected values without considering variance or downside risk; managers should complement EV with sensitivity and risk measures.

Final Answer:
All of the above