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Expert decision making
Author(s) -
Hutton Robert J. B.,
Klein Gary
Publication year - 1999
Publication title -
systems engineering
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.474
H-Index - 50
eISSN - 1520-6858
pISSN - 1098-1241
DOI - 10.1002/(sici)1520-6858(1999)2:1<32::aid-sys3>3.0.co;2-p
Subject(s) - heuristics , decision analysis , decision engineering , management science , computer science , business decision mapping , decision support system , operations research , evidential reasoning approach , key (lock) , action (physics) , r cast , resource (disambiguation) , knowledge management , artificial intelligence , engineering , computer network , statistics , physics , mathematics , computer security , quantum mechanics , operating system
The purpose of this paper is to outline the key aspects of how experts make decisions. The central theme of the paper is that decision making in dynamic settings is perceptual rather than conceptual. In high stress, time‐pressured, high stakes, or uncertain environments, the decision maker rapidly assesses the situation and implements a workable course of action. This is referred to as a recognitional approach to decision making. This is in contrast to the view that decision makers gather all the available information, conduct exhaustive, concurrent analysis of the available options, and then choose the optimum solution. This analytical approach also suggests that the reasons for nonoptimal decisions are based on human biases and heuristics. These lines of decision‐making research have implications for both the design of, and training for, complex systems. The purpose of this paper is to provide an overview of the pertinent literature and to serve as a resource for further exploration into the implications for decision aiding, decision support, and complex system design. © 1999 John Wiley & Sons, Inc. Syst Eng 2: 32–45, 1999