Decision Making Under Pressure

Dr Christine OwenChristine Owen’s career history spans engagement in academia and industry to help people and organisations engaged in safety critical work to inquire into, learn from and, if needed, change their work practices. Christine has worked with safety critical organisations for over 35 years, including the aviation field, emergency medicine, the fire and emergency services industry and public safety.Christine researches and facilitates professional development in the areas of human factors and organisational culture; decision making under pressure; debriefing; and leadership and adversity, as well as coaching and mentoring. She has been engaged by industry in several practitioner reviews and evaluations. Christine is passionate about supporting organisations to utilise research outcomes and establish evidence-informed practice. She has over 100 publications in a variety of domains.David Parsons (ESM)David has a passion for creating world class programs in the organisational resilience areas of risk, crisis decision making, emergency and business continuity management. He has served for more than 40 years in a variety of emergency management roles. David is also a Fellow of the Australian Institute of Emergency Services, the Business Continuity Institute, and the Emergency Management Academy of New York, a member of the International Association of Emergency Managers, and an Assessor with the Emergency Management Accreditation Program.David holds a Masters of Emergency Management and degrees in Social Science and Education. David has completed an Emergency Management Fellowship with the Emergency Management Academy in New York, the Leadership in Crises Program with the Harvard Kennedy Business School and the Lessons Leaned Staff Officer Course with NATO. In 2023 he was awarded an Emergency Services Medal in the Kings Birthday Honours list.

• Part 1: The High Consequence Context. 1. The Context: Making Decisions in Deep Uncertainty. 2. Planning for Decision Making in Dynamic Contexts. Part 2: You the Decision Maker. 3. The Neuroscience of Decision Making. 4. Leading Under Pressure. Part 3: Teams, Groups and Collectives. 5. Leading Teams Under Pressure. 6. Multi Stakeholder Coordination and Influence. 7. Communities and Collectives. Part 4: Iterative Learning for Conscious Inquiry and Improvement. 8. Understanding Why Plans Fail. 9. Learning From Experience and Building Capability. 10. Conclusion.