22 May 2006 Theory and methods for supporting high-level decision making
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Abstract
High-level decision makers face complex strategic issues and decision support for such individuals needs to be topdown, and to use representations natural to their level and particular styles. Decision support should focus on objectives; uncertainties, which are often both large and deep; risks; and how to do well despite the uncertainties and risks. This implies that decision support should help identify flexible, adaptive, and robust strategies (FAR strategies), not strategies tuned to particular assumptions. Decision support should also have built-in zoom capability, since decision makers sometimes need to know the underlying basis for assessments in order to review and alter assumptions, and to communicate a concern about details that encourages careful work. These requirements apply to both strategic planning (e.g., force planning in DoD or the Services) and operations planning (e.g., a commander's war planning). This paper discusses how to meet the requirements and implications for further research and enabling technology.
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Paul K. Davis, Paul K. Davis, James P. Kahan, James P. Kahan, } "Theory and methods for supporting high-level decision making", Proc. SPIE 6227, Enabling Technologies for Simulation Science X, 622701 (22 May 2006); doi: 10.1117/12.667026; https://doi.org/10.1117/12.667026
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