Decision-Making

Clicks: 13
ID: 337732
2026
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Abstract
This chapter examines structured decision-making in investigative contexts, emphasising the Senior Investigating Officer’s responsibility to apply transparent, evidence-led processes, avoid cognitive pitfalls, and maintain defensible and auditable rationales under scrutiny. It contrasts fast-time and slow-time decision-making, analyses intuition, heuristics, bias, and situational awareness, and promotes deliberate analytical approaches to reduce error and improve operational effectiveness. The chapter advances an investigative mindset grounded in openness, scepticism, and structured reasoning, supported by the ABC rule, critical thinking, and systematic problem-solving models that prioritise multiple hypotheses and continuous review. It explains risk management principles, including threat, harm, and risk assessment, alongside structured frameworks such as the National Decision Model and the 5WH model to guide information-gathering and decision-making. Finally, the chapter reinforces learning through hypothesis-testing, reflective practice, and continuous review, strengthening professional judgement and supporting ethical, adaptive decision-making in complex investigations.
Reference Key
openalex_W7224595602 Use this key to autocite in the manuscript while using SciMatic Manuscript Manager or Thesis Manager
Authors Tony Cook
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Journal Oxford University Press eBooks
Year 2026
DOI
10.1093/law/9780198971580.003.0003
URL
https://doi.org/10.1093/law/9780198971580.003.0003
Keywords Keywords not found

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