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The purpose of this paper is to propose a new algorithm for in‐mission trajectories and speed adjustment of multiple unmanned aerial vehicles (UAVs) participating in a mission that requires them to arrive at target location simultaneously with switching and imperfect communication among the vehicles.

This algorithm, programmed at each UAV level, is based on the repeated consensus seeking among the participating vehicles about the time‐on‐target (ToT) through an imperfect inter‐vehicle communication link. The vehicles exchange their individual ToT values repeatedly for a particular duration to pick the highest value among all the vehicles in communication. A consensus confidence flag is set high when consensus is successful. After every consensus cycle with high confidence value, the mission adjustment is carried out by computing difference value between ToT consensus and a threshold value. For the difference values higher than a certain limit, vehicle's trajectory is adjusted by in‐mission insertion of new waypoint (WP) and for lower values the vehicle's speed is varied under allowable limits. The consensus seeking followed by the mission adjustment is repeated periodically to quash the imperfect communication effects.

A mathematical analysis has been carried out to establish the conditions for convergence of the algorithm. The simultaneous arrival of the vehicles subjected to switching communication is achieved only when the union of the switching links during the consensus period enables a vehicle to receive information from all the other vehicles and the switching rate is sufficiently high. This algorithm has been tested in a 6‐degree‐of‐freedom (DoF) multiple UAV simulation environment and achieves simultaneous arrival of multiple fixed wing UAVs under imperfect communication links that meets the aforementioned conditions.

The presented algorithm and design strategy can be extended for other types of cooperative control missions where certain variable of interest is shared among all the vehicles over imperfect communication environment. The design is modular in functionality and can be incorporated into existing vehicles or simulations.

This research presents a new consensus algorithm that repeatedly performs polling of ToT among the vehicles through intermittent communication. The continual nature of consensus seeking covers the weakness of the imperfect communication. A two‐level mission adjustment provides better accuracy in simultaneous arrival at the target location.

In the Western world, Carl Jung was the first to posit a theory of synchronicity to explain the startling divinatory power of the I Ching. Yet long before his time and unbeknownst to the West, the Chinese had already institutionalized as their tradition, simple practices for enabling decisions grounded on the synchronous concept. The purpose of this paper is to explain the process from within the context of Chinese Buddhist spirituality.

The approach here is to provide the background of Han Chinese Buddhism in modern China and within it, the wide practices of Kuan Yin spirituality and introducing the tools that the Chinese devised for consulting the Goddess of Mercy, as Kuan Yin is otherwise known. Then a discussion is made, for the first time, of the underlying mechanics as well as the mind and energy aspects. Having so introduced the religious background, spirituality, tools and mechanics, the processes of temple consultations for decisions are then explained. In the discussion, a framework for classifying decisions is outlined along with probability concepts. There is also the requirement for the inquirer to seek a metaphorical interpretation of the poetic imagery as contained in the Qian (a slip of paper).

Through writing this paper, the author wishes readers, both managerial and those in research, to understand what is still the approach (even more widely in China now than before) in how the Chinese – in and outside of China – approach the task of making major, complex decisions. These practices which date from antiquity clearly suggest the Chinese had gone beyond Jungian synchronicity in translating the theory into practice for decision making. In other words, they had long recognized the need for tools, techniques and approaches to help them make complex, difficult decisions: decisions that often go beyond the rational boundaries of the mind.

With the rising impact of the Chinese on the global economy and society, there is clearly a need for works that explain major Chinese processes such as the making of decisions. The art of decision making by the Chinese on the basis of what Jung theorized as synchronicity should become much better understood by researchers and managers.

There are very few academic papers exploring the process of Kuan Yin consultation in decision making by the Chinese. Yet this can be seen across many temples in everyday China and overseas Chinese communities as well as in Japan, Korea and Vietnam. The understanding of such processes is necessary for anyone, who wishes to grasp the minds of the Chinese as regards the process involved in the making of major decisions.