Improving Senior Leader Decision Making in a Complex, Uncertain World
Abstract
This paper examines ways to improve Army senior leaders' decision making. After an initial description of the operational environment's complexity and uncertainty and an examination of the current decision making processes in use, the paper examines ways for improvement in the areas of design, risk management and incorporation of intuition. Given the complexity Army leaders face at the operational level, it is important to acknowledge that decision makers do not - cannot - have all relevant information impacting a decision. Accounting for, articulating, and accepting the unknown variables and uncertainties can improve decision making. Consequently, this paper explores the risk management process to better characterize operational risk and enable decision makers to better evaluate decisions' impact and effectiveness. Intuitive decision making, although somewhat contrary to Army culture, occurs frequently, based mostly on the decision maker's personality. Accepting intuition as a valued contributor to good decision making and incorporating elements of intuitive decision making can increase the robustness of a larger process. Recommendations for improvements to the Army's decision making processes conclude the paper.
Document Details
- Document Type
- Technical Report
- Publication Date
- Mar 01, 2010
- Accession Number
- ADA520007
Entities
People
- Mark Landers
Organizations
- United States Army War College