14. Decision Theory, Causal Reasoning and Business AnalyticsIntroduction: From Prediction to ActionMachine-learning systems are often evaluated by predictive accuracy, yet managerial decisions require more than accurate forecasts. A bank must decide whether to approve a loan, a hospital must allocate scarce treatment capacity, a retailer must determine inventory levels, and a technology firm must decide whether an intervention actually improves customer retention. In each case, prediction is only one component of a broader decision problem. Decision theory provides a mathematical language for choosing actions under uncertainty. It connects probabilities, preferences, costs, benefits, and information. Causal reasoning complements decision theory by asking a different question: not merely what is likely to happen, but what would happen if an action were taken. Business analytics brings these ideas into organizational settings, where decisions involve competing objectives, constrained resources, uncertain evidence, and accountability. This chapter develops an integrated framework. It begins with expected utility and Bayesian decision-making, proceeds to value of information, sensitivity analysis, and simulation, and then introduces foundational causal concepts. The final sections show how these tools support strategic AI decisions while highlighting risks of misleading models, biased data, and poorly governed automation. Learning ObjectivesAfter studying this chapter, the learner should be able to: 1. Distinguish decisions, states of nature, outcomes, probabilities, and utilities. 2. Calculate and interpret expected monetary value and expected utility. 3. Explain Bayesian updating and apply it to managerial decisions. 4. Compare the value of perfect and imperfect information. 5. Conduct deterministic and probabilistic sensitivity analysis. 6. Use simulation to evaluate uncertain business strategies. 7. Distinguish association, prediction, intervention, and counterfactual reasoning. 8. Identify confounding, selection bias, mediation, and treatment heterogeneity. 9. Combine causal analysis with decision theory in AI-enabled organizations. 10. Recognize ethical, governance, and implementation requirements for consequential decisions. The architecture of a decision problemA decision problem contains at least four elements. An action is a choice controlled by the decision-maker, such as approving a loan, launching a product, or assigning a marketing budget. A state of nature is an uncertain condition not controlled by the decision-maker, such as market demand, customer default, or a competitor’s response. An outcome results from the interaction of an action and a state. Finally, a utility expresses the value of that outcome to the organization or relevant stakeholders. These elements can be represented by a payoff table. Suppose a firm is deciding whether to launch a product. Demand may be high or low. The monetary outcomes are: | Action | High demand | Low demand | |---|---:|---:| | Launch | ₹12 million | −₹4 million | | Do not launch | ₹0 | ₹0 | If the probability of high demand is 0.6, the expected monetary value of launching is EMV(Launch) = 0.6(12) + 0.4(−4) = ₹5.6 million. The expected value of not launching is zero, so launch is preferred under a risk-neutral assumption. This conclusion depends on the probability assessment, the payoff estimates, and the assumption that monetary expectation adequately represents organizational preference. Risk, uncertainty, and ambiguityIn classical decision analysis, risk refers to situations in which relevant probabilities can be estimated, while uncertainty refers to situations in which probabilities are poorly known or unavailable. In practical analytics, the distinction is not absolute. A probability may be mathematically specified but epistemically weak because the data are sparse, the environment is changing, or the model is misspecified. Strategic decisions therefore require attention not only to numerical probabilities but also to their credibility. A useful classification is: - Decision under certainty: the relevant state is known.
- Decision under risk: several states are possible and probabilities are available.
- Decision under ambiguity: several states are possible but probabilities are disputed or unknown.
Methods such as scenario analysis, robust optimization, and minimax regret become useful when probability estimates cannot be trusted sufficiently for ordinary expected-value analysis. Expected utility and risk preferenceExpected monetary value assumes that a decision-maker values an additional monetary unit equally regardless of wealth or organizational context. This is often unrealistic. A loss of ₹10 million may threaten a small firm but be tolerable for a large corporation. In addition, managers may prefer stable returns to highly variable returns even when expected monetary values are identical. Let U(x) denote the utility of monetary outcome x. The expected utility of action a is EU(a) = Σs P(s)U(x(a,s)), where s indexes possible states. The rational choice, within the model, is the action with the highest expected utility. A risk-averse decision-maker has a concave utility function, such as U(x) = √x for positive wealth. Concavity means that the utility gained from an additional unit decreases as wealth increases. A risk-neutral decision-maker has linear utility, U(x) = x. A risk-seeking decision-maker has convex utility over the relevant range. Risk attitude can be summarized by the certainty equivalent, the guaranteed amount producing the same utility as a risky prospect. If a gamble has expected utility EU, its certainty equivalent CE satisfies U(CE) = EU. The difference between expected monetary value and certainty equivalent is the risk premium for a risk-averse decision-maker. For example, consider a prospect yielding ₹100 with probability 0.5 and ₹0 with probability 0.5. Its expected monetary value is ₹50. With U(x)=√x, expected utility is 0.5√100 + 0.5√0 = 5. The certainty equivalent is 25 because √25=5. The risk premium is therefore ₹25. This does not imply that the firm should always reject the prospect; it indicates that the decision depends on preferences and financial capacity. Bayesian decision-makingBayesian decision theory combines prior beliefs, observed evidence, and consequences. Let θ denote an uncertain state or parameter and D denote observed data. Bayes’ theorem is P(θ|D) = [P(D|θ)P(θ)] / P(D). The prior distribution P(θ) represents knowledge before observing current evidence. The likelihood P(D|θ) describes how probable the evidence is under a particular state. The posterior P(θ|D) combines both and guides action. Consider a fraud-detection system. Before a transaction is reviewed, the probability of fraud may be 1%. A screening model has sensitivity 90% and a false-positive rate of 5%. For a positive alert, P(Fraud|Positive) = (0.90 × 0.01) / [(0.90 × 0.01) + (0.05 × 0.99)] ≈ 0.154. Thus, only about 15.4% of positive alerts are expected to be genuine fraud cases under these assumptions. The result illustrates the base-rate effect: even a seemingly effective classifier can produce many false alerts when the underlying event is rare. A decision to freeze an account should therefore incorporate investigation costs, customer harm, regulatory obligations, and the utility of preventing fraud—not merely the classifier’s positive label. Bayesian decisions can be expressed through a posterior expected utility: EU(a|D) = Σθ P(θ|D)U(a,θ). The chosen action maximizes this quantity. In machine learning, Bayesian approaches can also represent parameter uncertainty and produce predictive distributions rather than single-point predictions. This is particularly important when model uncertainty affects high-cost decisions. Information as an economic resourceInformation has value only when it can change a decision or improve its consequences. The expected value of perfect information (EVPI) is the expected payoff obtained if the true state were known before acting, minus the best expected payoff without that information: EVPI = Σs P(s) maxa V(a,s) − maxa Σs P(s)V(a,s). Returning to the product launch example, if demand is high, launching yields 12 and not launching yields 0; if demand is low, not launching yields 0 while launching yields −4. With perfect information, the firm launches when demand is high and does not launch when demand is low. The expected value is 0.6(12)+0.4(0)=7.2 million. Without information, the best expected value is 5.6 million. Therefore, EVPI is ₹1.6 million. No perfect-information system should cost more than this amount, before considering implementation and organizational costs. The expected value of sample information (EVSI) measures the value of a realistic, imperfect study or predictive system. It is found by calculating the expected value of acting after observing the signal and subtracting the value of acting without it. Since information may be imperfect, EVSI cannot exceed EVPI. Information value is often overestimated. A forecast may be statistically accurate but economically irrelevant if it does not change the action. Conversely, a modestly accurate signal may be valuable when decisions are near a threshold. This distinction is central to business analytics: model performance must be evaluated in relation to decisions, not in isolation. Sensitivity analysis and robustnessA decision recommendation is not complete until its dependence on assumptions has been examined. Sensitivity analysis changes one or more inputs and observes the effect on the preferred action or outcome. In one-way sensitivity analysis, one parameter—such as demand probability, price, or treatment effect—is varied while others remain fixed. A break-even threshold identifies the value at which two actions are equally attractive. In the product example, let p be the probability of high demand. Launching is preferred when 12p − 4(1−p) > 0, which simplifies to p > 0.25. If the probability of high demand is above 25%, launch is preferred under risk neutrality. This threshold is often more useful to executives than a single estimate of p. Two-way sensitivity analysis varies two assumptions simultaneously and can display regions in which different strategies are optimal. Tornado diagrams rank inputs according to their influence on an outcome. Scenario analysis combines coherent assumptions, such as optimistic, baseline, and adverse market conditions. Scenario analysis should not be confused with assigning arbitrary labels to forecasts; each scenario should be internally consistent and linked to observable drivers. Sensitivity analysis also supports model risk management. If a recommendation changes under small, plausible variations, the decision is fragile and may require additional information, staged investment, or a reversible pilot. If a recommendation remains stable across a wide range, it is more robust, although robustness to assumptions does not guarantee freedom from bias or causal error. Simulation for complex business decisionsAnalytical formulas become difficult when a decision involves many uncertain variables, nonlinear relationships, constraints, or correlated risks. Monte Carlo simulation addresses this by repeatedly sampling from specified input distributions, calculating outcomes, and summarizing the resulting distribution. A typical simulation involves the following process: 1. Define the decision, outcome, and performance measure. 2. Identify uncertain inputs, such as demand, conversion rate, cost, and delivery time. 3. Assign probability distributions based on historical data, expert judgment, or calibrated models. 4. Represent dependencies among inputs; for example, demand and price may be correlated. 5. Sample input values and compute the outcome. 6. Repeat many times. 7. Examine expected value, variance, percentiles, downside probability, and decision thresholds. Suppose a retailer estimates annual profit as Profit = (Price − Unit cost) × Demand − Fixed cost. Demand, unit cost, and returns are uncertain. A simulation may show that expected profit is positive but that the probability of a loss is 28%. The mean alone would conceal this downside. Decision-makers can compare the distribution under alternative strategies, such as flexible procurement, staged rollout, or increased safety stock. Simulation quality depends on input quality. False precision may arise when a normal distribution is assigned without evidence, correlations are ignored, or extreme events are excluded. Sensitivity analysis should accompany simulation to identify which assumptions drive the result. Simulation is also valuable for stress testing AI systems, such as estimating the consequences of changing approval thresholds or sudden shifts in data distributions. Causal reasoning: beyond associationA predictive relationship describes how variables co-vary. A causal relationship concerns what would change under an intervention. If customers who receive a discount purchase more, this association does not establish that discounts caused the purchases. Frequent buyers may be more likely to receive discounts, or both discount receipt and purchase may be influenced by customer loyalty. Causal reasoning distinguishes four related questions: - Descriptive: What has happened?
- Predictive: What is likely to happen for a given case?
- Interventional: What would happen if an action were imposed?
- Counterfactual: What would have happened to this same case under a different action?
The distinction matters because business decisions are interventions. A churn model may identify customers likely to leave, but it does not demonstrate that a retention offer will prevent departure. A credit model may predict default, but it does not estimate the effect of changing loan terms. Potential outcomes and treatment effectsIn the potential-outcomes framework, each unit has two potential outcomes: Y(1), if treated, and Y(0), if untreated. The individual treatment effect is Y(1)−Y(0), but only one potential outcome is observed for each unit. This is the fundamental problem of causal inference. The average treatment effect (ATE) is ATE = E[Y(1)−Y(0)]. The average treatment effect on the treated (ATT) is ATT = E[Y(1)−Y(0)|T=1]. A randomized experiment estimates causal effects because random assignment makes treatment independent of potential outcomes, in expectation. In observational data, analysts must address confounding and selection processes. Methods include regression adjustment, matching, inverse probability weighting, instrumental variables, regression discontinuity, difference-in-differences, and causal forests. Each method depends on assumptions that must be made explicit. Causal graphs and confoundingA directed acyclic graph (DAG) represents assumed causal relationships. Suppose advertising exposure A and sales Y are both influenced by prior customer interest C. The structure C → A, C → Y creates confounding. A naive comparison of exposed and unexposed customers may attribute the effect of C to advertising. A backdoor path is a noncausal path connecting treatment and outcome through a common cause. Adjustment for an appropriate set of pre-treatment confounders can block such paths. However, adjustment is not automatically beneficial. Controlling for a mediator can remove part of the treatment effect, and controlling for a collider—an effect of two variables—can create spurious association. For example, if both technical skill and motivation influence selection into a training program, conditioning on selection may induce a relationship between skill and motivation that did not exist in the target population. Causal adjustment therefore requires a defensible causal model, not an indiscriminate use of all available features. Combining causal effects with decision analysisA decision-maker needs both an estimate of what an intervention changes and a representation of its consequences. Suppose a retention campaign costs ₹200 per customer, increases the probability of renewal by an estimated 8 percentage points, and each renewal contributes ₹4,000 in margin. The expected incremental margin is 0.08 × ₹4,000 = ₹320. The expected net benefit is ₹120 per targeted customer, before considering operational constraints and customer experience. This calculation becomes more useful when treatment effects are heterogeneous. A campaign may be profitable for some customers and harmful or wasteful for others. Uplift modeling or heterogeneous treatment-effect analysis estimates the difference between expected outcomes under treatment and control for customer segments. The objective is not simply to target customers with high predicted retention, but to target customers whose outcomes are changed beneficially by the intervention. Decision policies can be evaluated using policy value: V(π) = E[Y(π(X))], where π maps observed characteristics X to an action. Policy evaluation must account for treatment assignment, costs, constraints, and uncertainty. A high-performing policy in historical data may fail if the data contain little information about actions that were rarely taken. This is an overlap problem: reliable comparison requires adequate representation of relevant treatment choices across groups. Illustrative case study: AI-supported loan restructuringBackgroundConsider an illustrative regional bank that uses machine learning to identify borrowers at risk of default. Management is considering an AI-supported restructuring program offering temporary payment relief and financial counselling. The program has a cost, may preserve customer relationships, and may also encourage strategic nonpayment if offered indiscriminately. Situation and problemA predictive model identifies borrowers with a high probability of default within six months. Historical data show that borrowers who previously received restructuring had lower subsequent default rates. However, restructuring was not randomly assigned: loan officers tended to offer it to borrowers who were more cooperative, had better documentation, or showed early signs of recovery. The observed association therefore cannot be interpreted directly as a causal effect. The bank must decide which borrowers should receive the program, how much evidence is required, and whether the program is fair across customer groups. AnalysisThe bank defines the action as offer versus no offer, and the outcome as six-month loss net of program cost. It separates three models: 1. A risk model estimates default probability without intervention. 2. A causal model estimates the incremental effect of restructuring. 3. A decision model converts predicted effects into expected net benefit. A pilot is designed using randomized assignment among eligible borrowers, with safeguards for severe hardship cases. The primary analysis estimates intention-to-treat effects, while secondary analysis examines treatment heterogeneity. The bank also measures complaints, financial wellbeing indicators, repayment performance, and differential outcomes by protected characteristics. Suppose the pilot estimates that restructuring reduces default-related loss by ₹900 on average but costs ₹500 per borrower, producing an average net benefit of ₹400. Further analysis shows a positive effect for borrowers with temporary income shocks but little benefit for borrowers with persistent insolvency. The bank therefore develops a constrained policy that targets the first group while routing the second group to specialist support rather than repeatedly extending credit. Approach and governanceThe model is not permitted to use protected attributes as direct decision features, but the bank uses them for fairness auditing. Human reviewers can override recommendations, but overrides are logged and evaluated. Performance is monitored for drift because economic conditions may change the causal effect of restructuring. The bank also provides explanations in plain language and an appeal mechanism. OutcomeThe pilot leads to a targeted program rather than universal automation. The bank achieves better expected financial outcomes while reducing unnecessary interventions. Importantly, the decision is based not on default prediction alone but on estimated incremental benefit, uncertainty, operational capacity, and customer protection. Learning pointsThe case demonstrates that prediction and intervention are different tasks. It also shows why selection bias can mislead historical analysis, why randomized pilots can be valuable, and why a policy must be evaluated by net benefit and distributional consequences rather than accuracy alone. Professional and managerial applicationsDecision-theoretic reasoning is relevant across functions. In marketing, firms compare the expected incremental revenue of campaigns with contact costs and customer fatigue. In operations, simulation supports capacity planning, inventory decisions, and supply-chain resilience. In human resources, causal analysis can assess training, recruitment, and retention interventions. In healthcare analytics, decisions must combine treatment effects, patient preferences, resource constraints, and safety. In cybersecurity, expected loss and attack probabilities guide investment in controls. At executive level, these methods support staged investment. When uncertainty is high and actions are reversible, a pilot can have option value: it generates information before full commitment. Real-options reasoning treats flexibility as economically valuable. A firm may rationally delay a large rollout, not because the project is unattractive, but because waiting for informative evidence improves the decision. Limitations, risks, and common mistakesSeveral errors recur in analytical decision-making. First, analysts may treat a point prediction as certain and ignore parameter and model uncertainty. Second, they may optimize a proxy, such as click-through rate, while neglecting profit, customer welfare, or long-term trust. Third, they may use historical correlations as causal evidence. Fourth, they may overlook base rates, leading to excessive false positives in rare-event detection. Other risks include double-counting correlated evidence, assigning arbitrary probabilities, ignoring tail events, and reporting expected values without downside distributions. Simulation can create an illusion of sophistication when its assumptions are weak. Causal models can also be overinterpreted when treatment overlap is poor, important confounders are unmeasured, or the intervention differs from the one represented in the data. Organizational incentives matter. A model that recommends denying service may appear financially efficient while transferring costs to vulnerable customers. A model that improves average outcomes may worsen disparities. Accountability must therefore include stakeholder impact, not merely aggregate performance. Ethics, governance, and regulationHigh-impact decisions require proportional governance. Organizations should document the decision objective, data provenance, assumptions, model limitations, and approval authority. They should distinguish statistical uncertainty from ethical uncertainty: a precisely estimated harmful policy remains unacceptable. Fairness cannot be reduced to one universal metric. Demographic parity, equalized error rates, calibration, and individual fairness may conflict, especially when base rates differ. The appropriate criterion depends on the decision context, legal requirements, and substantive concept of harm. Protected characteristics may need to be collected securely for auditing even when they are excluded from operational scoring. Privacy, explainability, contestability, and human oversight are especially important when decisions affect credit, employment, healthcare, insurance, or access to essential services. Human involvement should be meaningful rather than symbolic; reviewers need authority, training, time, and evidence to challenge a model. Emerging directionsModern analytics increasingly combines probabilistic machine learning, causal inference, optimization, and decision intelligence. Causal representation learning seeks to discover or encode mechanisms, although purely observational data rarely identify causal structure without assumptions. Bayesian neural networks and conformal prediction provide approaches to uncertainty quantification. Digital twins and agent-based simulation support policy testing in complex systems, but their validity depends on calibration and transparent assumptions. Adaptive experimentation, contextual bandits, and reinforcement learning extend decision-making into sequential settings. Here, actions affect future states and future information. Exploration may improve long-term policy quality but can impose short-term costs or risks. Safe experimentation, off-policy evaluation, and policy constraints are therefore essential. The strategic trend is a movement from isolated predictive models toward governed decision systems. Such systems connect data, causal evidence, optimization, organizational processes, and human judgment. Their quality should be assessed by the value and legitimacy of decisions produced, not by model complexity. Best-practice framework for managerial AI decisionsA disciplined workflow is as follows: 1. Define the decision, decision-maker, time horizon, affected stakeholders, and objective. 2. State possible actions, uncertain states, constraints, and consequences. 3. Separate prediction from causal questions and specify the intervention precisely. 4. Estimate probabilities and treatment effects while reporting uncertainty. 5. Convert outcomes into utility or net benefit, including relevant social and operational costs. 6. Compare the value of additional information with its cost and delay. 7. Test sensitivity, scenarios, correlations, and tail risks. 8. Use simulation or experimentation when analytical assumptions are insufficient. 9. Evaluate subgroup effects, fairness, privacy, and contestability. 10. Implement monitoring, audit trails, drift detection, and a mechanism for revision. This workflow encourages managers to ask not only “What will happen?” but also “What can we change?”, “For whom?”, “At what cost?”, and “How confident should we be?” Chapter SummaryDecision theory links uncertain states, available actions, outcomes, probabilities, and utilities. Expected monetary value is appropriate under risk neutrality, while expected utility incorporates risk preferences and organizational capacity. Bayesian decision-making updates prior beliefs with evidence and is particularly useful when data are incomplete or uncertain. Information has economic value when it changes decisions or improves outcomes. EVPI provides an upper bound for perfect information, while EVSI evaluates realistic signals. Sensitivity analysis, scenario analysis, and Monte Carlo simulation reveal whether recommendations are robust and expose downside risks. Causal reasoning distinguishes association and prediction from intervention and counterfactual effects. Potential outcomes, causal graphs, experiments, and observational methods provide tools for estimating treatment effects, but each depends on assumptions. Combining causal effects with costs and utilities enables policy evaluation and uplift-based targeting. Strategic AI decisions should therefore be governed as decision systems, with attention to uncertainty, fairness, privacy, explainability, human oversight, and continuous monitoring. Key TermsExpected monetary value: Probability-weighted average of monetary outcomes. Expected utility: Probability-weighted average of utilities associated with outcomes. Utility: A numerical representation of the value or preference assigned to an outcome. Risk aversion: Preference for a more certain outcome over an equally valuable but riskier one. Certainty equivalent: Guaranteed value that provides the same utility as a risky prospect. Bayesian decision theory: Framework combining prior beliefs, evidence, probabilities, and consequences to select actions. Prior: Belief about an uncertain state before observing current evidence. Posterior: Updated belief after combining prior information with observed data. Value of information: Expected improvement in decision quality resulting from additional information. EVPI: Expected value of knowing the true state before making a decision. EVSI: Expected value of information from an imperfect sample or signal. Sensitivity analysis: Examination of how changes in assumptions affect outcomes or decisions. Monte Carlo simulation: Repeated random sampling used to estimate distributions of uncertain outcomes. Causal effect: Change in an outcome attributable to an intervention. Confounding: Distortion of an exposure–outcome relationship by a common cause. Potential outcome: Outcome that would occur for a unit under a specified treatment condition. Average treatment effect: Average difference between treated and untreated potential outcomes. Mediator: Variable through which part of a causal effect operates. Collider: Variable influenced by two other variables; conditioning on it can create bias. Uplift modeling: Estimation of how an intervention changes outcomes for different individuals or segments. Review QuestionsShort Answer Questions1. What are the principal elements of a decision problem? 2. How does expected utility differ from expected monetary value? 3. Why can a positive fraud alert have a low posterior probability of actual fraud? 4. What is the difference between EVPI and EVSI? 5. Distinguish prediction from causal intervention. Long Answer Questions1. Explain Bayesian decision-making, including priors, likelihoods, posteriors, and posterior expected utility. 2. Discuss how sensitivity analysis and Monte Carlo simulation support strategic business decisions. 3. Explain confounding, mediation, and collider bias using causal reasoning. 4. Describe how treatment-effect estimation can be integrated with costs and utilities to create a decision policy. 5. Evaluate the governance requirements for AI systems used in high-impact organizational decisions. Analytical / Application Questions1. A project produces ₹15 million if demand is high and loses ₹6 million if demand is low. Derive the break-even probability of high demand under risk neutrality. How would risk aversion affect the interpretation? 2. A retention campaign costs ₹150 per customer and increases renewal probability by an estimated 5 percentage points. If renewal contributes ₹4,000, calculate the expected incremental net benefit and identify additional information needed before deployment. 3. A bank observes lower default among customers receiving restructuring. Design an analysis that distinguishes predictive risk identification from the causal effect of restructuring, including appropriate governance safeguards. 22. Multiple Choice Questions with AnswersQuestion 1A firm launches a product that yields ₹12 million under high demand and loses ₹4 million under low demand. If high demand has probability 0.6, what is the expected monetary value of launching? A. ₹3.2 million B. ₹5.6 million C. ₹7.2 million D. ₹8.0 million Correct Answer: B. ₹5.6 million Question 2Which statement best describes expected utility? A. It always selects the action with the highest possible payoff. B. It uses only the most likely state of nature. C. It weights outcome utilities by their probabilities. D. It ignores risk preferences. Correct Answer: C. It weights outcome utilities by their probabilities. Question 3A rare-event classifier produces many false positives mainly because of which issue? A. The certainty equivalent B. The base-rate effect C. The risk premium D. The backdoor criterion Correct Answer: B. The base-rate effect Question 4The expected value of perfect information is calculated as: A. The cost of data collection minus model accuracy B. The value with perfect information minus the best value without it C. The expected loss under the worst state minus expected profit D. The posterior probability minus the prior probability Correct Answer: B. The value with perfect information minus the best value without it Question 5A recommendation changes substantially when a demand probability moves slightly around its estimated value. This indicates that the recommendation is: A. Causally identified B. Perfectly informed C. Sensitive or fragile D. Risk neutral Correct Answer: C. Sensitive or fragile Question 6What is the primary purpose of Monte Carlo simulation in business analytics? A. To eliminate all uncertainty from a decision B. To estimate the distribution of outcomes under uncertain inputs C. To prove that correlations are causal D. To replace the need for assumptions Correct Answer: B. To estimate the distribution of outcomes under uncertain inputs Question 7Which question is causal rather than merely predictive? A. Which customers are likely to default? B. Which products are usually purchased together? C. What would happen if eligible customers received restructuring? D. What was the average sales volume last quarter? Correct Answer: C. What would happen if eligible customers received restructuring? Question 8In a causal graph, conditioning on a collider can: A. Always remove all confounding B. Create a spurious association C. Guarantee randomization D. Estimate EVPI directly Correct Answer: B. Create a spurious association Question 9A retention campaign should ideally target customers for whom: A. Predicted churn is high, regardless of intervention effect B. The intervention has positive expected incremental benefit C. Historical purchase volume is lowest D. The model produces the most confident prediction only Correct Answer: B. The intervention has positive expected incremental benefit Question 10Why should a high-impact AI decision system include subgroup auditing? A. To guarantee that all groups have identical base rates B. To identify possible disparate effects and support accountable governance C. To eliminate the need for human oversight D. To maximize model complexity Correct Answer: B. To identify possible disparate effects and support accountable governance
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