Abstract
Individuals make decisions every day in group contexts which vary in size, structure, and purpose. The US Department of Defense (DoD) is a large organization composed of many groups, and like many organizations, it has a vested interest in improving the performance of its affiliated groups, especially as it concerns risk-informed decision-making. This article discusses current foibles and considerations for decision-making in DoD groups as identified through a workshop with experts in risk-informed decision-making, cognitive science, and military operations. Experts noted that terms associated with risk-informed decision-making were often misconstrued, that formal decision-making frameworks are underutilized, and that many considerations should be taken into account when attempting to improve decision-making performance.
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Acknowledgments
This paper is based on discussion and materials from the 2008 Cognitive Aspects of Decision-Making Workshop, Washington, DC, supported by the Dredging Operations Environmental Research (DOER) program. Special thanks to all workshop participants, to R. Andrew Goodwin, Benoit Morel, and James J. Anderson for helping to organize the workshop, as well as to Zachary Collier, Benjamin Trump, Drew Loney, Laure Canis, and Amlan Mukherjee for suggestions to previous versions of this manuscript. Permission was granted by the USACE Chief of Engineers to publish this material. The views and opinions expressed in this article are those of the individual authors and not those of the US Army or other sponsors.
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Linkov, I., Wood, M.D., Ditmer, R. et al. Collective risk management: insights and opportunities for DoD decision-makers. Environ Syst Decis 33, 335–340 (2013). https://doi.org/10.1007/s10669-013-9452-7
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DOI: https://doi.org/10.1007/s10669-013-9452-7