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Collaborative Decision Making Process for Complex Defense, Security and Stability Challenges

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Author: Bemmel, I.E. van · Eikelboom, A.R.
Type:article
Date:2014
Publisher: NATO-STO
Place: Neuilly-sur-Seine
Source:Paper presented at the HFM-236 Symposium On “Effective Inter-Agency Interactions and Governance in Comprehensive Approaches to Operations”, held 7-9 April 2014, Stckholm, Sweden, 15/1-15/17
Identifier: 498448
Report number: STO-MP-HFM-236
Keywords: Psychology · Cooperation · Decision making · Complex environments · Crisis · Defence Research · Defence, Safety and Security · Operations Modelling Behavioural Changes · MO - Military Operations HOI - Human Behaviour & Organisational Innovations · ELSS - Earth, Life and Social Sciences

Abstract

How to intervene in crises and conflicts? How to cope with complex challenges in the field of defense, security and stability? Questions like these are difficult to answer due to amongst others the involvement of multiple stakeholders that contribute to these complex challenges and need to cooperate and align their efforts. In recent civil-military missions in Iraq and Afghanistan the answer was a comprehensive approach. But how can multiple stakeholders cooperate in unity of effort to plan and execute activities in a complex and changing crisis or conflict environment? To cope in unity of effort with a complex and changing crisis or conflict environment TNO developed the Collaborative Decision Making (CDM) process, a flexible process to support multiple stakeholders on all levels. The CDM process found its origin in the development of the Uruzgan Campaign Plan, an integrated long term plan for the province of Uruzgan during the civil-military ISAF mission in Uruzgan in 2009. After the use of a preliminary version of CDM in Uruzgan, the process was improved at TNO and has now been applied several times.