Incorporating Feedback into the Military Decision Making Process to Improve Decision Making Performance.
Abstract
Tactical problems that confront commanders are filled with uncertainty and ambiguity. The complexities of the tactical environment combined with man's cognitive limitations can cause intendedly rational individuals to make decisions which are not totally rational. Many initiatives look to technology to simplify the complexities of this decision making environment. This monograph examines recent theories from decision making and judgement research to identify means to improve the human aspects of decision making in staffs. A recent theory for managing and improving decision accuracy in staffs is presented along with a feedback intervention theory. Negative trends, reported by the Center for Army Lessons Learned, are analyzed with respect to these theories to illustrate which core constructs negatively influence decision making accuracy. A feedback intervention, in the form of a modified after action review- modified because it is more prescriptive and less focused on discovery learning- is recommended as a formal change to the military decision making process to overcome these negative trends and improve decision making accuracy.
Document Details
- Document Type
- Technical Report
- Publication Date
- Dec 16, 1998
- Accession Number
- ADA366267
Entities
People
- Kenneth R. Smith
Organizations
- United States Army Command and General Staff College