Examining the perceived value of professional judgement and decision-making in mountain leaders in the UK: a mixed-methods investigation

Abstract

This paper utilised a two-part mixed-methodology to examine the value placed on judgement and decision making by a sample of qualified mountain leaders in the UK.Qualified leaders (N = 331) completed a web-based survey and a smaller sample (N = 8) were then interviewed. Survey data showed that mountain leaders place greater value on their judgements and decision making when compared to the technical skills of mountain navigation and rope work; however, the process for developing these judgment skills was unclear. Interview data identified that judgment skills appear transferrable from other domains experienced by the leaders (e.g., emergency services, military) but are then recontextualised and modified for effective use within mountain leadership. The leaders facilitated this via a nested reflective process that combines in-action, on-action and on-action/in-context aspects that rely on metacognition. This combination of reflection and metacognition allows for rapid development of judgment making skills in-context. Implications for mountain leadership training are discussed.

Para-adventure: a hyper-dynamic problem for the inclusive coach

“…Based on these data the need for adaptability in coaching practice appears clear and consistent with previous studies documenting this feature as an important characteristic (e.g., in mountaineering; Collins et al 2018). However, this did not mean that coaches were unable to utilize knowledge already gained from coaching able-bodied performers; primarily due to the fact that not every movement within the mental model needed adapting.…”

Understanding nature sports: a participant centred perspective and its implications for the design and facilitating of learning and performance

“…Consequently, and justifiably from the risk perspective, training for nature sports facilitators has both explicitly and tacitly prioritised technical risk management above the skills of facilitation. As an example, sixty percent of syllabus content for mountain leader training in the UK relates directly to technical risk management (Collins, Carson, Amos & Collins, 2017) with less than twenty percent addressing the facilitation (leadership) of the experience. Equally, one of the most often utilised texts for developing leading and facilitating skills in an outdoor education context focuses on risk and risk management (Priest & Gass, 2005).…”

“…In recent years scholars focusing on understanding learning design and facilitation in nature sports have pointed out that while the risk based focus might be appropriate in a learning context for some people some of the time, the need to manage risk in order to optimise the experience for risk seekers and takers is no longer a primary factor. For example, even though the training of mountain leaders is predominantly based on technical risk management, qualified mountain leaders in the UK valued decision making as an aspect of leadership equally to the technical skills associated with risk management (Collins, Carson, Amos & Collins, 2017). Instead, the design and facilitation of nature sports experiences has been described as a risk versus benefit balance (Collins & Collins, 2013).…”

Exploring the development of judgement and decision making in ‘competent’ outdoor instructors

“…Over the last ten years, there has been a growing interest in the judgement and decision making (JDM) of outdoor professionals (Boyes & Potter, 2015;L. Collins, Carson, Amos, & Collins, 2018;, 2016bCulp, 2016).…”