The design of Large-Scale Complex Engineered Systems (LSCESs), in a System Engineering (SE) framework, generally requires multiple organizations, each with numerous decision makers that must exchange information to realize the system. The difference in beliefs between decision-makers affects the design process for LSCESs. The authors' recent research using Value-Drive Design (VDD) and Multidisciplinary Design Optimization (MDO) has demonstrated the potential of a preference-driven SE approach that captures critical physical and modeling interactions by the addition of Organization Design (OD) elements to demonstrate the additional impact decision-makers' interactions on the final system. In this paper, the difference in beliefs on information held by decision-makers is explored to identify the extent to which these differences affect the design process. A complex system will be used as a test-bed to demonstrate effects of varied decision-maker beliefs on a system. The goal of this paper is to introduce a methodology to improve value-based systems engineering frameworks.