• identify the differences between analytical decision
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Identify the differences between
Analytical Decision Making andIntuitive Decision Making
Describe basic design and deliveryrequirements for Tactical DecisionGames (TDGS)
Demonstrate how Sand TableExercises (STEX) can be used to
deliver TDGS
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How We Decide
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Observation #2
The lower the echelon ofcommand the simpler,
faster, more direct andaccelerated the decisionprocess
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Observation #3
The ability to rapidlydevelop solutions to
new problems is basedon pattern recognition
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Intuitive Decision Making(reactive)
Pattern recognition based onprevious experience
Analytical Decision Making(planned)
Calculated selection of
alternatives
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Rely on experience to recognize
the essence of a given situationor problem
Utilize pattern recognition from
previous actions, observations,and training to develop thesolution
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Best way to improve decision
making is to improve patternrecognition, the best way toimprove pattern recognition is
to improve. . .Situation Awareness
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Rarely is there only one
right answer
A good plan executed now
is better than the perfectplan executed too late
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Identify possible options
Analyze all options according toa set criteria
Calculate a value for all criteriaof each option
Choose the option with highest
total criteria values
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In Theory . . . . .
The highest value optionwill provide the most
optimal solution
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In Reality . . . . .
The environment isconstantly changing andinformation can quickly
become outdated
Lack of time can hamper
the ability to conduct an
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Both analytical and intuitive decisionmaking are used on the fireground
Firefighters at the tactical level relyprimarily on intuitive decisionmaking
Decision making skills can beimproved with practice
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So why spend timeplaying games whenthere is work to do . .
.
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TDGS and STEX provide a
simple, adaptable, andrepeatable method ofchallenging a firefighter to
make decisions in situationsthey will face on the fireground
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Practice making decisions in anoperational context
Practice communicating those decisions inthe form of briefings or instructions
Sit in the hot seat and build patternrecognitions skills
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Facilitator provides information or abriefing describing a scenario
Student plays the role of a leader in adilemma that requires a decision
Requires interactive two-waycommunication between role players
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Utilizes a 3-D terrain model to help
visually develop and present a TDGS
Ideally suited for group exercises
Low tech simulation method
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Suspend disbelief
Induce stress
Create dilemmas
Observe behaviors
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DesigningTDGS
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Put participants in role-play situations
Provide limited information Apply time constraints
Face a dilemma Conduct an After Action Review (AAR)
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Takes place prior to designing a TDGS
Facilitator identifies the goal of the TDGSIt can be a very specific objective:
Practice standard report on conditions
procedure with dispatch
Or it can be a more comprehensive:
Lets workon initial attack
operations
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Start with a problem, not a solution
Start general, then get specific Create uncertainty Create time pressure
Create competing priorities Create interaction between resources or
subordinates
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Build to a single dilemma thatrequires an immediate decision
OR
Identify multiple decision points andscript a dynamic simulation
(Decision Tree)
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Scenario
Direct Attack Indirect Attack
Air support No Air support
Retardant Helicopter Mechanical Failure
Structure Protection Highway closure
Establish Separate Organization
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Delivering
TDGSusing Sandtables
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Tell me and I will forget,Show me and I mayremember, but involve me
and I will understand Chinese proverb
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Enthusiastic
Tactically knowledgeable
Thinks quickly on feet
Keeps it moving
Able to summarize
lessons
Critiques without being
critical
Involves all players
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Respectful - identify good ideas
Confrontational - keep the pressure on
Try to achieve a balance!
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Brief group with all players assumingthey are the designated leader
Provide a short time for players todevelop their decision and instructions
Select a player to issue instructions
verbally as they would on the fireground
Have more than one player take the hot
seat and issue instructions
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Paint a good picture of the environment inthe briefing
Control the tempo with time tags andpiece movement
Murphy invented TDGSinsertuncertainty and adversity into the gamewith pre-planned inputs
Utilize IRPG and other SOPs
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Always AARfocus on decision making
As the facilitator, you should not be doingmost of the talking Ask the players to think aloud describe
situational awareness, how decision was
made, etc Avoid leading questions, ask open-ended
questions
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General form: Asking about X, where X is a specific subject andwhere there is more than one right way to answer.
Examples: HOW would you have handled the situation? WHY is it important to _________?
WHY NOT just simplify things and only __________?
WHAT are some experiences youve had in the past that aresimilar to this situation?
WHAT would you do IF _________?
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Concentrate on decision making, NOT ontactics
Stick with the training objectives
Emphasize effective communication
Utilize standard local unit identifiers
Utilize IPRG, SOPs, and other job aids
Create a level of positive stress Conduct an After Action Review
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Briefing
After Action Review
Planning
Training (TDGS, Topo Interp, etc) Full scale simulations
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