Cognitive control of decision making in complex cooperative systems

Recent cognitive analysis of decision making processes have shown how implicit or non deterministic communications may positively impact collective decision making even in highly proceduralized situations. Unfortunately, non deterministic dimensions of communication can be seen as a source of unreliability. We will show (1) how those two dimensions of communication-cooperation are in fact synergic in order to ensure a better decision making and (2) how cooperative agents develop cognitive strategies in order to reduce undesirable effects. Finally we will propose a methodology aiming to assess and design new working environments taking into account the formal and informal dimensions of communications.