High-threat decision-making is intrinsic to many domains and carries an individual, organizational, and social responsibility. Tactical and incident commanders make decisions in the high-threat law enforcement context of hostage rescue, armed barricaded suspects, and armed suicidal individuals that can result in successful or catastrophic outcomes. This book describes the experiences and methods of making decisions in these types of extreme environments.
The presented research addresses learning strategies that could better prepare leaders for information processing in any high-threat domain, while optimizing speed and accuracy in decision-making. This volume emphasizes the role of adaptive expertise in decision-making, and explains how mental models of recurring patterns are created and retrieved, and why they are necessary for effective situational assessments.
This book is ideal for police commanders and executives, emergency response managers, first responders, and criminology researchers. It is also well-suited for professionals seeking further information about improved high-threat decision-making strategies.
Author(s): Stuart Meyers
Publisher: Springer
Year: 2022
Language: English
Pages: 168
City: Cham
Book Overview
Acknowledgments
Contents
About the Author
List of Figure
List of Tables
Chapter 1: Introduction
Context
Research Problem
Research Purpose
Research Questions
Research Design Overview
Study Rationale and Significance
Study Assumptions
Definitions of Key Terminology
References
Chapter 2: Literature Review Topic One: Decision-Making
Decision-Making Introduction and Rationale for Topics
Applied Theoretical Decision-Making
Decision-Making in High-Threat Training Simulations
Decision-Making in High-Threat Real-Life Situations
References
Chapter 3: Literature Review Topic Two: Adult Learning Theory
Adult Learning Theory and Theorists Introduction
Self-Directed Learning, Transformative Learning, and Learning from Experience
Learning Strategies and Cognition
Summary and Conclusions
References
Chapter 4: Research Methodology
Introduction and Overview
Rationale for Qualitative Methodology
Research Design Overview
Discussion of Sample
Data Collection Methods
Interviews
Survey
Focus Groups
Data Analysis and Synthesis
Protection of Human Subjects and Other Ethical Considerations
Issues of Trustworthiness
Credibility
Transferability
Dependability
Confirmability
Study Limitations
Conceptual Framework
Summary
References
Chapter 5: Findings
Participant Description
Summary of the Findings
Sub-finding 1.1: Safety of Involved and Potentially Involved People
Sub-finding 1.2: Current and Potential Threat Levels for Most Likely and Worst-Case Incident Outcomes
Sub-finding 1.3: Situational Assessments and Planning
Sub-finding 1.4: Emotional Control
Sub-finding 2.1: Questions—Safety of Involved and Potentially Involved People
Sub-finding 2.2: Questions—Current and Potential Threat Levels
Sub-finding 2.3: Questions—Who, What, When, Why, and How for a Given Situation
Sub-finding 2.4: Questions—Determining an Opportune Moment in Time for Taking Decisive Action
Sub-finding 3.1: Intelligence/Information
Sub-finding 3.2: Experience
Sub-finding 3.3: Communication
Sub-finding 3.4: Resources
Sub-finding 4.1: Experience—Tactical Team
Sub-finding 4.2: Mentoring—Previous Commanders
Sub-finding 4.3: Training—Wide-Ranging and Continual
Conclusion
Chapter 6: Analysis and Discussion
Introduction
Analytical Categories
Analysis and Discussion
Analysis and Discussion of Finding 1
Sub-finding 1.1: Safety of Involved and Potentially Involved People
Sub-finding 1.2: Current and Potential Threat Levels for Most Likely and Worst-Case Incident Outcomes
Sub-finding 1.3: Situational assessments and Planning
Sub-finding 1.4: Emotional Control
Analysis and Discussion of Finding 2
Sub-finding 2.1: Questions—Safety of Involved and Potentially Involved People
Sub-finding 2.2: Questions–—Current and Potential Threat Levels
Sub-finding 2.3: Questions—Who, What, When, Why, and How for a Given Situation
Sub-finding 2.4: Questions—Determining an Opportune Moment in Time for Taking Decisive Action
Analysis and Discussion of Finding 3
Sub-finding 3.1: Intelligence/Information
Sub-finding 3.2: Experience
Sub-finding 3.3: Communication
Sub-finding 3.4: Resources
Analysis and Discussion of Finding 4
Sub-finding 4.1: Experience—Tactical Team
Sub-finding 4.2: Mentoring—Previous Commanders
Sub-finding 4.3: Training—Wide-Ranging and Continual
Decision-Making Models
Basis for Decision-Making
Decision-Making Process
Planning
Planning Process Adjustments
References
Chapter 7: Predictive Analytics High-Threat Decision-Making Model and Pattern Recognition Model for Critical Incident Decision-Making
New High-Threat Decision-Making Model Testing
Predictive Analytics High-Threat Decision-Making Model
Pattern Recognition Model for Critical Incident Decision-Making
Conclusion and Application
References
Chapter 8: Conclusions and Recommendations
Conclusions
Recommendations
Research Recommendations
Practice Recommendations
Re-examining Study Assumptions
Final Reflections
References
Appendices
Appendix A: Conceptual Framework
Description of Participant Decision-Making Experiences
Strategic Questions Necessary for Making a Sound Decision
Factors Enabling or Hindering Commanders in Making Sound Decisions in a High-Threat Situation
How Participants Learn to Make Decisions
Decision-Making Models
Appendix B: Demographic Inventory
Appendix C: Interview Protocol
Interview Questions
Appendix D: Survey Protocol
Survey Questions
Appendix E: Focus Group Protocol
Appendix F: Informed Consent Form
Appendix G: Predictive Analytics High-Threat Decision-Making Model
Appendix H: Pattern Recognition Model for Critical Incident Decision-Making
Appendix I: Organizational Conditions and Decision-Making
References
Index
