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Proceedings Paper

Theory and methods for supporting high-level decision making
Author(s): Paul K. Davis; James P. Kahan
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Paper 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.

Paper Details

Date Published: 22 May 2006
PDF: 12 pages
Proc. SPIE 6227, Enabling Technologies for Simulation Science X, 622701 (22 May 2006); doi: 10.1117/12.667026
Show Author Affiliations
Paul K. Davis, The RAND Corp. (United States)
Pardee RAND Graduate School (United States)
James P. Kahan, The RAND Corp. (United States)


Published in SPIE Proceedings Vol. 6227:
Enabling Technologies for Simulation Science X
Dawn A. Trevisani, Editor(s)

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