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POINTER V31N2 Training Expert Decision Makers

POINTER V31N2 Training Expert Decision Makers

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Published by oylin65
A Process to Train Expert Decision Makers. Describe the process to build up experience and pattern recognition skills.
A Process to Train Expert Decision Makers. Describe the process to build up experience and pattern recognition skills.

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Published by: oylin65 on Jun 02, 2008
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10/20/2013

 
EDITORIALFEATURES
5
ConnectednessandCooperationinthe21
st
Century:TheRSAF’sPerspectiveandPracticeofMultilateralism
byMGLimKimChoon
13
Effects-BasedOperations:AU.S.Commander’sPerspective
byLGDavidA.Deptula
21
TheSecondGulfWarandtheDebateonMilitaryTransformation
byProfChristopherCoker
30
TrainingExpertDecisionMakers
byCOLOngYuLinandLTCLimBengChong
43
ReectionsontheOperationalFrameworkfor
InternalMaritimeSecurity
byLTCCheongKwokChien
http://www.mindef.gov.sg/safti/pointerVol31No2[2005]
CONTENTS
 
TECH EDGE

52
AerodynamicShapeDesignUsingCFDandStochasticOptimisation
byCOLLeeShiangLong
VIEWPOINT
58
MyExperienceandPerspectiveofOFE
byMAJNurEffendi
BOOK REVIEW
61
GeoffreyTill’s
Seapower: A Guide for the Twenty-First Century
FEATURED AUTHOR
64
GeoffreyTill
PERSONALITY PROFILES
67
WorldWarIIRussianTheatre:ZhukovvsGuderian
CONTENTS
...cont
d
 
0
 Introduction
I
n our earlier article,
Decision-Making in a Brigade Command Team:Integrating Theory and Practice
1
(featured in
POINTER
Vol. 30 No. 4),we argued that the SAF relied tooheavily on an analytical approach todecision making and that it should becomplemented by a naturalistic approach.While we believe an analytical approachto training is useful to develop desiredskill sets, it is incomplete as a trainingpedagogy. The analytical approach totraining decision making skills in ourleaders must be complemented by themore naturalistic approach to decisionmaking. That is, complementing logicalproblem solving with intuition. A morecomplete approach to developingdecision making skills in leaders is tocreate a training system that develops both analytical skills and intuition.Anyone who is sceptical aboutthe existence or the usefulness of intuition should speak to the groundcommanders involved in OperationFlying Eagle (OFE)
2
. Many of these
commanders
decisions were madeunder time pressure and uncertainty.They did not have the luxury of time andresources, nor the information requiredto perform an analytical decision makingprocess. Under these circumstances,they often made decisions based on theirintuition. Critics may argue that these
Training Expert Decision Makers
byCOLOngYuLin&LTCLimBengChong
commanders had simply conductedall the analysis and problem solvingsubconsciously at the back of theirminds. Yes, the critics are right, and thatis precisely what intuition is about! Akey aspect of intuition is the speed of decision making. Intuition is also aboutthe ability to ll in any information gaps by matching the current perception of the situation to pre-existing knowledgeor templates, and adapt them forframing the current situation. Themore extensive the repertoire of pre-existing knowledge and templates, themore likely the commander is able toaccurately make sense of the currentsituation.To build up an extensive repertoireof knowledge and templates requiresconstant practice but yet the militaryprofession is one where its membersdo not and cannot do so. Only aconstant state of war would allow that.The honing and development of themilitary skills must therefore take otherforms and through repeated practice. Indecision making, there is no substitutefor experience and there is no substitutefor intuition that comes from repeatedpractice. Constant practice will developwhat Clausewitz called coup d
oeil orintuition. Clausewitz described it as
thecommander
s ability to recognise atthe precise moment in battle the truth,or a high level of situational awareness
that the mind would ordinarily miss

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