Training and Assessing Complex Decision-Making in a Virtual Environment

Abstract

The current report describes a procedure for training and assessing complex decision-making in a virtual environment. Focusing on small unit leaders, 7 experienced and 7 inexperienced Army platoon leaders performed missions in a combat simulator, where they were required to direct the activities of 3 subordinate leaders and computer-generated forces in 4 different operations in a virtual urban setting. Objective and subjective assessments of the training value of the simulations showed that both experienced an inexperienced platoon leaders improved their decision-making across the four missions, and both groups rated this "virtual environment" training procedure as useful and positive. Lessons learned and implications for designing similar training protocols for other domains are discussed.