The power of collaborative systems
The power of collaborative systems
Good decisions are the difference between mission success and mission failure. Tactical decisions depend on teams as an essential part of command elements. But current planning tools do not fully support the team decision process. As a result, decision teams typically confront a number of serious obstacles: it is hard to coordinate available information; there is no common method for developing possible courses of action and no clear way to select the best option; the importance of new intelligence is uncertain; and the need to act prevents taking enough time for analysis. Our Tactical Group Decision Analysis System (TGDAS) solves these problems by successfully combining advanced cognitive science with rigorous decision analysis. The results are timely, useful and understandable decision recommendations.
The patented TGDAS software provides the five basic mechanisms required to support group decision making; these are: (1) process support, as an infrastructure for collaboration; (2) task structure, as a model of the decision and support for generating alternative courses of action and selecting the best option; (3) task support, as tools and data needed for specific applications (4) process structure, as autonomous facilitation to guide the team in its work; and (5) continuous tracking, as evaluation of post-decision outcomes and revision of decision models.
Today’s military highlights the importance of culture – or the human terrain – in tactical planning and decision making. We are currently engaged in a project to enhance the Tactical Group Decision Analysis System (TGDAS) by adding the capability to include cultural factors. This will significantly increase its value in SOCOM mission planning and decision making, particularly for the PSYOP forces. We propose to incorporate cultural factors into TGDAS by developing templates and prompts that will: (1) capture conceptualizations, values, and thinking strategies likely to be encountered in specific cultures; alert decision makers to the way cultural factors might impact the implementation and outcomes of their plans, and (3) Facilitate revision of plans in light of new information with cultural implications.
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