Information behavior and decision making in time‐constrained practice: A dual‐processing perspective

Abstract

This article reviews results from a research project designed to understand the mediating influence of information technology on information behavior. During the analysis of the data, five modes of information behavior were uncovered. These provide us with a reconceptualization of core information-seeking and search activities, as well as a fruitful opening to redevelop, augment, or complement existing models of information behavior. The findings resonate with emerging theories of decision making and judgement and illustrate the need for information behavior researchers to undertake research in differing contexts.The work illuminates an issue of current concern for public policy: police use of information in decision making. 1. Problem or task at hand 2. Experiencing information needs 3. Considering and identifying potentially relevant information sources and channels 4. Selecting and accessing information sources 5. Judging the relevance of information 6. Interpreting (using) information a. The information need is met (stopping information seeking) b. The information need is not met or is partially met 7. (new or modified information need) 8. The information seeking process continues

Intuitive vs. Analytical Mode of Information Processing: The News Broadcast Decisions Context

“…The research findings are consistent with the dual-process approach research of Salas et al (2010), Allen (2011), andMishra et al (2013). News editors use intuitive approach under time pressure.…”

“…As judgement and decision making are cognitive functions, task structure, availability to access relevant information, availability of feedback loops, time constraints, uncertainty have major impact on the way people make decisions (Mishra, Allen, & Pearman, 2013;Allen, 2011;Salas, Michael, & Diazgranados, 2010;Klein, 2008).…”

“…Intuition is the non-conscious processing of information via direct knowing (Salas et al, 2010;Sinclair, 2010). Allen (2011) andHammond (2010) state that intuition is nonconscious, a hunch or a gut feeling that relies on long term memory. Decision makers recognise the patterns embedded in their mind through recall their past experiences and synthesise the current cues to take course of action (Dane & Pratt, 2007;Simon, 1987).…”

“…Dual-process decision-making theory (Allen, 2011) asserts that human use both deliberative and intuitive approach. In social settings, situation and task structure have role on the selecting dual-process mode and outcomes of the decisions made.…”

A Decisão Em Organizações E a Filosofia Nietzschiana

“…O tempo pode ser visto como fator estrutural que influencia o modo como decisões são tomadas (ALLEN, 2011). A percepção do tempo intervém sobre comportamentos decisórios em frentes variadas (GARMAISE, 2006;WITTMANN;PAULUS, 2009) e o tempo, em si, envolve, aprioristicamente, tudo o que ocorre.…”