that the problem corresponds to an existing model for decisions.
These models are often very simplified, which can constitute a
major source of errors in the decisions that are made. Reasoning
and taking measure are often interrelating rather than differen-
tiating. Instead of analysing all aspects in a situation and making
a decision to take action thereafter, decision makers act by thin-
king a little, taking a little action, evaluating the results and sub-
sequently thinking and taking action a little more, even in com-
plex situations. In other words, decision making in this context is
strongly associated with taking action.
Dynamic decision making
Dynamic decision making is characterised, according to Brehmer
& Allard (1991), by four characteristics:
- A series of decisions is necessary for achieving an objective, i.e.
gaining and retaining control in a situation is a continual
process with several decisions and where each decision can
only exist in its context. - These decisions (and especially their implications, i.e. their
results) are not independent. Later decisions influence earlier
decisions, which in turn will influence later decisions. - The basis for making decisions changes, in part autonomously
(on its own), and in part as a result of earlier decisions. - The decisions (the series of decisions) are made either in real
time or with time otherwise having a significant influence.
A dynamic decisionmaking situation thus consists of a situation
with one or more problems that are to be resolved. To resolve
the problem or problems, it is necessary that several decisions in
sequence are oriented towards the same objective and that the
decision maker receives information about the various decisions’
affects on the situation. There are therefore opportunities in la-
ter decisions to correct for any negative consequences of previous
decisions in the sequence. Moreover, the situation changes with
time, both as a result of the decisions made and on its own.
Dynamic decision making in conjunction with emergency
response operations has a number of special conditions or limi-
tations in respect to time, of which decision makers should be
aware (Brehmer, 2000). First of all, decisions must be made after
a need arises. Preferably, decisions should perhaps even be made
before an actual need arises. This is where an important relation-