High-Threat Decisions: When It’s a Matter of Life and Death

Description

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. 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