Concept development for future domains: A new method of knowledge elicitation

Operator Decision Making in the Minerals Industry

“…In these situations it is recommended that tough cases involving non-routine tasks or situations and complex decisions be selected. They are more likely to assist in the elicitation of relevant tacit knowledge [7]. In the second stage, the information is grouped into relevant decisions or actions known as 'chunks' to create a timeline.…”

Development and Content Validation of Crisis Response Training Package Red Cape: Crisis Action Planning and Execution

“…Knowledge elicitation involves the extraction of current knowledge about task conditions from experts (Chervinskaya & Wasserman, 2000). However, when-as is the case for crisis response-training must address future, rather than current, task conditions (Knapp et al, 2002)-two further conditions must be met (Shadrick, Lussier, & Hinkle, 2005). …”

“…Knowledge creation has been defined as a continuous process for transferring and sharing tacit and explicit knowledge with groups and individuals (Bloodgood & Salisbury, 2001). The knowledge creation process results in the development of principles, facts, concepts, procedures, and processes-products that must be extended to develop future concepts (Shadrick, Lussier, & Hinkle, 2005).…”

“…Third, traditional CTA approaches are insufficient for the development of such training. What is needed is a method which provides structured activities to measure, assess, and guide the conceptual development process-structured activities which are nonetheless also flexible enough to respond to a wide range of conceptual constructions (Shadrick, Lussier, & Hinkle, 2005). An adequate solution, therefore, requires two things.…”

Human factors methods to design safer mobile mining equipment

“…In these situations it is recommended to select 'tough cases': those involving non-routine tasks/situations and complex decisions. This is because these tough cases are noted to be more likely to assist in the elicitation of relevant tacit knowledge (Shadrick, Lussier et al, 2005). Furthermore, the participant must be a decision maker or 'doer' in the situation (Crandall, Klein et al, 2006).…”