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As part of the decision-making process, decision makers should use decision controls to ensure that the proposed action is the most appropriate.

Decision controls support and validate the decision-making process. They encourage reflection and set out a series of points to consider before making a decision:

Note that the first four points are intended to structure a joint consideration of the issues, with the fifth point suggesting some considerations for individual reflection.

What goals are linked to this decision?
What is the rationale, and is that jointly agreed?
Does it support working together, saving lives and reducing harm?

What is the likely outcome of the action; in particular what is the impact on the objective and other activities?
How will the incident change as a result of these actions, what outcomes do we expect?

Do the benefits of proposed actions justify the risks that would be accepted?

The situation, its likely consequences and potential outcomes?
The available information, critical uncertainties and key assumptions?
Terminology and measures being used by all those involved in the response?
Individual agency working practices related to a joint response?
Conclusions drawn and communications made?

Is the collective decision in line with my professional judgement and experience?
Have we (as individuals and as a team) reviewed the decision with critical rigour?
Are we (as individuals and as a team) content that this decision is the best practicable solution?

Once the decision makers are satisfied, collectively and individually, that the decision controls validate the proposed actions, then these actions should be implemented.

As the joint decision model is a continuous loop, it is essential that the results of these actions are fed back into the first box – 'Gather and share information and intelligence' – which sets out the need to establish and sustain shared situational awareness. This will, in turn, shape any change in direction or risk assessment as the cycle continues