High-threat decisions : when it's a matter of life and death / / Stuart A. Meyers

• Record Nr.: UNINA9910633919903321
• Autore: Meyers Stuart
• Pubbl/distr/stampa: Cham, Switzerland : , : Springer, , [2022]; ©2022
• ISBN: 9783031193330; 9783031193323
• Descrizione fisica: 1 online resource (169 pages)
• Disciplina: 658.403
• Soggetti: Decision making; Threat (Psychology)
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Intro -- 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.