Decision support for real-time, dynamic decision-making tasks [An article from: Organizational Behavior and Human Decision Processes]

This digital document is a journal article from Organizational Behavior and Human Decision Processes, published by Elsevier in 2005. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.

Description:
By definition, dynamic decision making dictates that multiple and interrelated decisions be made in a continuously changing environment. Such decision making is difficult and often taxes individuals' cognitive resources. Here I investigated ways in which to support decision making in these environments. I evaluated three forms of decision support: outcome feedback, cognitive feedback, and feedforward that incorporated (to varying degrees) common features of learning theories associated with dynamic tasks. Participants in a laboratory experiment performed a real-time, dynamic decision-making task while receiving one of the different types of decision support. During the first 2 days, individuals received one type of decision support, but on the third day they performed the task without this support. Participants who received feedforward improved their performance considerably and continued to exhibit improved performance even after discontinuation of the decision support on the third day. Neither outcome feedback nor cognitive feedback resulted in improved performance. More research is necessary to conclusively identify the best forms of dynamic decision-making support and their durability when transferred to new tasks.