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ConflictHow Soldiers Make Impossible Descisions$
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Neil D. Shortland, Laurence J. Alison, and Joseph M. Moran

Print publication date: 2019

Print ISBN-13: 9780190623449

Published to Oxford Scholarship Online: February 2019

DOI: 10.1093/oso/9780190623449.001.0001

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Executing Plans

Executing Plans

Chapter:
(p.101) 6 Executing Plans
Source:
Conflict
Author(s):

Neil D. Shortland

Laurence J. Alison

Joseph M. Moran

Publisher:
Oxford University Press
DOI:10.1093/oso/9780190623449.003.0006

Once a decision has been made, it still needs to be implemented into the real world. Although a decision is a commitment to a course of action, it is important to consider the stages beyond mere commitment and the issues that are encountered during the execution of this commitment. Furthermore, although a decision may be an internal commitment or preference, in many cases decisions made by an individual are done so within an environment of multiple, competing individuals and agencies that may (or may not) share the individual’s priorities and values. As such, the commitment made by the individual may not reflect the decision that is executed. This chapter examines the wider social pressures that are present within the decision-making environment and also how these can interfere with an individual’s preference, resulting in changes in commitment and decision errors. This chapter also examines the barriers to executing decisions.

Keywords:   task conflict, relationship conflict, trust, swift trust, training

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