Regardless of the decision-making model used, or how competent and conscientious a decision-maker is, making decisions involves risk.  Some risks are associated with the individual or group making the decision.  Others relate to the information used to make the decision.  Still others are related to the way that this information is employed in the decision-making process.
     Often, the realization of some risks increases the probability of realizing others; they are deeply intertwined.  Fortunately, awareness of these risks and their interplay is often sufficient to mitigate them.  To this end, several decision-making perils and predicaments are discussed below.

     Myriad tools have been developed to aid collaboration of team members that are geographically separated.  Temporally separated teams receive much less attention, despite this type of collaboration being paramount for success in many operations.
     To achieve performance continuity in multi-shift operations, an effective pass-down process is required.  Software is available to facilitate pass-down, but is not required for an effective process.  The lowest-tech tools are often the best choices.  A structured approach is the key to success – one that encourages participation, organization, and consistent execution.