Information systems influence executive behavior, especially systems specifically designed to support decision making. Decision makers have preconceptions and biases relative to decisions. A good decision support system should help a decision maker consider alternative values and a range of options when making a decision.

This short article summarizes the rationale for such a decision support system, and provides experimental evidence that it improves decision making. Information systems personnel who are involved in eliciting requirements for decision support systems and formulating alternative designs should find the article interesting and useful. The article may encourage decision makers to broaden and enrich their decision support system requirements.