No abstract

This is an edited version of the original, unpublished 1985 study that identified recognition-primed decision making, with a new commentary added.] The objective of this study was to examine the way in which decisions are made by highly proficient personnel, under conditions of extreme time pressure, and in environments where the consequences of the decisions could affect lives and property. The domain of firefighting was selected, and the research focused on the decisions made by fire ground commanders (FGCs). Interviews were conducted with 26 experienced FGCs (mean experience of 23 years). Each interview covered a critical incident that was nonroutine and that demanded expertise. A total of 156 decision points were probed in this way. In less than 12% of them was there any evidence of simultaneous comparisons and relative evaluation of two or more options. In over 80% of the decision points, the strategy was for the FGCs to use their experience to directly identify the situation as typical of a standard prototype and to identify a course of action as typical for that prototype. In this way, the FGCs handled decision points without any need to consider more than one option. A recognition-primed decision (RPD) model was synthesized from these data, which emphasized the use of recognition rather than calculation or analysis for rapid decision making. ParadigmFor our data-gathering approach, we developed a method of retrospective process tracing based on the FGCs' memory of the fire scene and their step-by-step decisions and commands. A semistructured interview technique was developed for this study,

The objective of this study was to examine the way decisions are made by highly proficient personnel, under conditions of extreme time pressure, and where the consequences of the decisions could affect lives and property. Fire Ground Commanders (FGCs), who are responsible for allocating personnel and resources at the scene of a fire, were studied using a critical incident protocol analysis. The major finding was that in less than 12% of the decision points was there any evidence of simultaneous comparisons and relative evaluation of two or more options. Instead the FGCs most commonly relied on their experience to directly identify the situation as typical and to identify a course of action as appropriate for that prototype. A Recognition Primed Decision (RPD) model is proposed which emphasizes the use of recognition rather than calculation or analysis for rapid decision making.

No abstract

In recent years there have been a number of studies of decision making in naturalistic environments such as nuclear power plants, urban fire departments, command-andcontrol centers, and courtrooms. These studies provide a different perspective on decision strategies from laboratory studies that rely on naive subjects performing relatively context-free tasks under little time pressure and static task conditions. The field research paradigms generate a description of proficient decision making that emphasizes recognitional rather than analytical processes and challenges the "decision tree" representation of decision problems. That is, failure to use analytical methods is not a sign of incompetence since the recognitional strategies shown by decision makers seem reasonable and effective. Implications of these models for decision support systems and for training are discussed.