[2] Harold Linstone was editor-in-chief of the professional journal "Technological Forecasting and Social Change", which he founded in 1969, and which is now in its 56th volume.
[3] According to Linstone and Murray Turoff (1975) the concept underlying the Delphi method is developed in defense research by the Rand Corporation sponsored by the US Air Force, which started in the early 1950s.
"[4] The most noted outcomes were published in the 1962 memorandum of the Rand Corporation, entitled "An experimental application of the Delphi method to the use of experts" by Norman Dalkey and Olaf Helmer, republished under the same title in Management science in 1963.
"[5] It concerned the application of "expert opinion to the selection, from the point of view of a Soviet strategic planner, of an optimal U. S. industrial target system and to the estimation of the number of A-bombs required to reduce the munitions output by a prescribed amount.
This work was based on ideas of Graham T. Allison, published in his Essence of Decision: Explaining the Cuban Missile Crisis from 1971.
Linstone (1999) explained: Allison had seen that his analysis and modeling for corporate decision making only took into account some of the factors vital in the corporate decision process and Allison’s work examined the missile crisis from three different points of view, rational actor, organizational process, and bureaucratic politics.
[8]Combined with his own experience in the aerospace industry, Linstone & Mitroff distinguished three types of perspectives for decision making.