Establishing the Boundaries of a Paradigm for Decision-Making Research

Cannon‐Bowers, Janis A.; Salas, Eduardo; Pruitt, John

doi:10.1177/001872089606380202

Cited by 68 publications

(42 citation statements)

References 4 publications

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“…Lastly, the problem involves a decision-making task from a naturalistic environment, defined as an uncertain, complex, and dynamic environment, with multiple competing interests and goals [Cannon-Bowers, et al, 1996]. These problems make the design of automation for cognitive tasks, such as decision-making, a difficult endeavor.…”

Section: Problem Statementmentioning

confidence: 99%

“…This field of automation applications for time-critical decision-aiding is rich with the potential to benefit immensely from human factors research [Pritchard, 2000;Cannon-Bowers, et al, 1996;Boeing, 2002]. The research would need to focus on determining the most effective human and automation interactions for producing nearly optimal solutions under time constraints.…”

Section: Problem Statementmentioning

confidence: 99%

“…However, classical DM theory is limited in scope and does not model how humans actually behave. Often, humans do not behave as expected in complex and uncertain applications, in which probability theories and formal rules have defined what is normal behavior [Cannon-Bowers, et al, 1996].…”

Section: Naturalistic Decision-makingmentioning

confidence: 99%

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Experimental Study of Automation to Support Time-Critical Replanning Decisions

Johnson

Kuchar

Oman

2002

Proceedings of the Human Factors and Ergonomics Society Annual

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An experimental study was performed to evaluate several types of automation for time-pressured replanning tasks. Subjects modified a two-dimensional route using waypoint manipulation on a computer screen in response to a sudden change in the displayed environment while having access to one of four types of automation. In addition to a baseline case without automation, subjects received automated assistance that either reduced hazard exposure, ensured meeting time-to-target and fuel constraints, or combined hazard avoidance with time and fuel constraints. Time pressure was imposed by requiring the route to be replanned within four different time limits of less than one minute. Results show that the benefit of automation decreased as time pressure was relaxed. Subjects showed reticence to deviate from highly automated route suggestions even when significant improvements were still possible. In addition, partial automation induced more errors than in cases with no automation, highlighting the potential negative effects of introducing automation.

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Section: Problem Statementmentioning

confidence: 99%

Section: Problem Statementmentioning

confidence: 99%

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Experimental Study of Automation to Support Time-Critical Replanning Decisions

Johnson

Kuchar

Oman

2002

Proceedings of the Human Factors and Ergonomics Society Annual

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“…Reliance on perceptual processing tends to generate parallel-based intuitive (or holistic) forms of cognition, which, although less precise than analysis, are very robust and easy to apply (see Garner, 1974;Hammond, Hamm, Grassia, & Pearson, 1987;Hammond, 1996;Simon, 1990;Anderson, 1991;Tversky & Kahneman, 1983). Intuitive cognition tends to match well with the demands of many naturally occurring judgment tasks (Cannon-Bowers, Salas & Pruitt, 1996;Hammond, 1993Hammond, , 1996.…”

Section: Visual Iconsmentioning

confidence: 99%

Iconic Representation and Dynamic Information Fidelity: Implications for Decision Support

Mahan¹,

Wang²,

Yanchus³

et al. 2006

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing the burden, to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS. 1. REPORT DATE (DD-MM-YYYY)October 2006 5f. WORK UNIT NUMBER PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES)University of Georgia AHRP Laboratory Department of Psychology Athens, GA PERFORMING ORGANIZATION REPORT NUMBER ARL-CR-0580 SPONSOR/MONITOR'S ACRONYM(S) 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) U.S. Army Research Laboratory Human Research and Engineering Directorate Aberdeen Proving Ground, MD 21005-5425 SPONSOR/MONITOR'S REPORT NUMBER(S) DISTRIBUTION/AVAILABILITY STATEMENTApproved for public release; distribution is unlimited. SUPPLEMENTARY NOTESThe contracting officer's representative (COR) is Linda Elliott, U.S. Army Research Laboratory, ATTN: AMSRD-ARL-HR-MW, Bldg 459, Aberdeen Proving Ground, MD 21005-5425. ABSTRACTThis report addresses the fitness of using icon-based systems to support decision making within a domain where the quality and reliability of the information are dynamically changing. Specifically, the study examined the use of iconic and noniconic display forms to communicate information fidelity levels to decision makers for the purpose of supporting land navigation judgments. The results indicated that graphic and animated icons, as well as traditional digital display formats, produced accurate navigation judgments when information fidelity was high. In contrast, graphic and animated icon formats produced highest performance when information fidelity was moderate and/or low. These results are evaluated in the context of creating useful iconic display principles that may be applied to complex and uncertain decision environments where the fidelity of the information used to make decisions is in flux.

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“…They are specified in the following steps: planning the process, defining the goals, generating options, evaluating them, and selecting the best by considering both the influence of personal variables and variables of the setting. According to the guidelines of Byrnes (1998), Cannon-Bowers, Salas, andPruitt (1996) and Cannon-Bowers and Salas (2002), this model assumes three sources of variables that characterize naturalistic decision-making: task, subject, and context variable. Task variables are associated with the nature of the decision itself, for instance, the uncertainty involved in each alternative, pressure of time and available money, quantity and quality of the information, proposed goals, and possible consequences of the decision.…”

Section: Introductionmentioning

confidence: 99%

Relations between mental workload and decision-making in an organizational setting

Soria-Oliver

López

Torrano

2017

Psicol. Refl. Crít.

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AsbtractBackground: The complexity of current organizations implies a potential overload for workers. For this reason, it is of interest to study the effects that mental workload has on the performance of complex tasks in professional settings. Objective: The objective of this study is to empirically analyze the relation between the quality of decision-making, on the one hand, and the expected and real mental workload, on the other. Methods: The study uses an ex post facto prospective design with a sample of 176 professionals from a higher education organization. Expected mental workload (Pre-Task WL) and real mental workload (Post-Task WL) were measured with the unweighted NASA-Task Load Index (NASA-TLX) questionnaire; difference between real WL and expected WL (Differential WL) was also calculated; quality of decision-making was measured by means of the Decision-Making Questionnaire.Results: General quality of decision-making and Pre-Task WL relation is compatible with an inverted U pattern, with slight variations depending on the specific dimension of decision-making that is considered. There were no verifiable relations between Post-Task WL and decision-making. The subjects whose expected WL matched the real WL showed worse quality in decision-making than subjects with high or low Differential WL. Conclusions: The relations between mental workload and decision-making reveal a complex pattern, with evidence of nonlinear relations.

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Establishing the Boundaries of a Paradigm for Decision-Making Research

Cited by 68 publications

References 4 publications

Experimental Study of Automation to Support Time-Critical Replanning Decisions

Experimental Study of Automation to Support Time-Critical Replanning Decisions

Iconic Representation and Dynamic Information Fidelity: Implications for Decision Support

Relations between mental workload and decision-making in an organizational setting

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