We describe a framework for decision making, called the recognition/metacognition (R/M) model, that explains how decision makers handle uncertainty and novelty while exploiting their experience in real-world domains. The model describes a set of critical-thinking strategies that supplement recognitional processes by verifying the results of recognition and correcting problems. Structured situation models causally organize information about a situation and provide a basis for metarecognitional processes. Metarecognitional processes determine when it is worthwhile to think more about a problem; identify evidence-conclusion relationships within a situation model; critique situation models for incompleteness, conflict, and unreliability; and prompt collection or retrieval of new information and revision of assumptions. We illustrate the R/M framework in the context of naval tactical decision making.

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In this chapter we describe a model of decision-making skills under time stress, a training strategy based on that model, and experimental tests of the training strategy. A prime example of the kind of decision making 155

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Many domains across physical, life, and social sciences suffer from a common problem: Incomplete models of constructs (e.g., organisms, environments, behaviors) hinder reproducibility and the pace of discovery. Critically, the...