Information Sharing Among Military Headquarters: The Effects of Decisionmaking
Abstract
New concepts such as network-centric operations and distributed and decentralized command and control have been suggested as technologically enabled replacements for platform-centric operations and for centralized command and control in military operations. But as attractive as these innovations may seem, they must be tested before adoption. This report assesses the effects of collaboration across alternative information network structures in carrying out a time-critical task, identifies the benefits and costs of local collaboration, and looks at how information overload affects a system. This report will be of interest to military planners, operators, and personnel charged with assessing the effects of alternative information network structures, processing facilities, and dissemination procedures. Planners contemplating the use of network-centric processes to achieve military objectives can use the methods described in the report to evaluate alternative structures and processes. Information technologists can assess the contribution of each alternative to the decision maker's knowledge prior to taking a decision. The ultimate goal is to develop tools that will allow operators to quickly evaluate plans for their level of situational awareness.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 2004
- Accession Number
- ADA452560
Entities
People
- James Moffat
- Walter L. Perry
Organizations
- RAND Corporation