Objective:Decision-makingin operational environments is vulnerable to cognitive biases due to their dynamic nature, uncertainty, complexity, ambiguity, and deception, which can lead to strategic errors. This study aimed to explain and categorize strategies for reducing the impact of these biases on military commanders’ decision-making.
Methodology:Thisapplied research was conducted using a qualitative approach and the meta-synthesis method. A total of 87 primary sources were identified, and after screening based on the PRISMA protocol and qualitative appraisal using the CASP tool, 33 final sources were selected. Data analysis was conducted using MAXQDA 2020software based on open, axial, and selective codingstrategies.
Findings: The findings revealed that bias mitigation strategies are classified into six primary categories: 1. Cognitive & Metacognitive Strategies (bias awareness training and reflection-in-action); 2. Analytical Strategies (alternative options analysis and structured analytic techniques); 3. Training Strategies (scenario-based learning and wargaming); 4. Organizational Strategies (Red Teaming and adaptive command); 5. Technological Strategies (decision support systems and artificial intelligence); and 6. Psychological Interventions (cognitive nudging)
Conclusion:Enhancing the quality of military decision-making requires a paradigm shift from an "error elimination" approach to designing an "error-resilient decision-making system." This is achieved by integrating the commander's cognitive self-awareness, employing structured analytical tools, and fostering a critical organizational culture (Red Teaming), which ultimately enhances command resilience against modern operational threats.