Naturalistic decision-making

The naturalistic decision making (NDM) framework emerged as a means of studying how people make decisions and perform cognitively complex functions in demanding, real-world situations. These include situations marked by limited time, uncertainty, high stakes, team and organizational constraints, unstable conditions, and varying amounts of experience.

## Contents

* 1 The NDM framework and its origins
* 2 Recognition-primed decision-making model (RPD)
* 3 See also
* 4 References
* 4.1 Bibliography
* 5 External links

## The NDM framework and its origins

The NDM movement originated at a conference in Dayton, Ohio in 1989, which resulted in a book by Gary Klein, Judith Orasanu, Roberta Calderwood, and Caroline Zsambok.[1] The NDM framework focuses on cognitive functions such as decision making, sensemaking, situational awareness, and planning – which emerge in natural settings and take forms that are not easily replicated in the laboratory. For example, it is difficult to replicate high stakes, or to achieve extremely high levels of expertise, or to realistically incorporate team and organizational constraints. Therefore, NDM researchers rely on cognitive field research methods such as task analysis to observe and study skilled performers. From the perspective of scientific methodology, NDM studies usually address the initial stages of observing phenomena and developing descriptive accounts. In contrast, controlled laboratory studies emphasize the testing of hypotheses. NDM and controlled experimentation are thus complementary approaches. NDM provides the observations and models, and controlled experimentation provides the testing and formalization.

## Recognition-primed decision-making model (RPD)

Main article: Recognition-primed decision

The present form of RPD has three main variations. In the first variation, the decision maker when faced with the problem at hand, responds with the course of action that was first generated. In the second variation, the decision maker tries to understand the course of events that led up to the current situation, using mental simulation. In the final variation, the decision maker evaluates each course of action generated and then chooses the most appropriate strategy. Expertise is crucial for using RPD, as it necessary to mentally simulate the course of events that might have led up to the observed situation and to evaluate the course of action generated.[2]

## See also

* Intuition
* Macrocognition
* Recognition-primed decision

## References

1. ↑ Klein et al. 1993.
2. ↑ Newell, Benjamin, R.; Lagnado, David, A.; Shanks, David, R. (2007). Straight choices: The psychology of decision making. New York: Psychology Press. ISBN 978-1-84169-588-4.

### Bibliography

* Johnson, Joseph G.; Raab, Markus (2003). "Take The First: Option-generation and resulting choices". Organizational Behavior and Human Decision Processes 91 (2): 215–229. doi:10.1016/S0749-5978(03)00027-X. http://www.users.miamioh.edu/johnsojg/lab/papers/JR_OBHDP03.pdf.
* Klein, Gary A.; Orasanu, Judith M.; Calderwood, Roberta; Zsambok, Caroline (1993). Decision Making in Action: Models and Methods. Ablex. ISBN 978-0-89391-943-6. http://www.macrocognition.com/LOCKED PDF/Decision Making in Action-Models and Methods.pdf.
* Klein, Gary A. (2008). "Naturalistic Decision Making". Human Factors: The Journal of the Human Factors and Ergonomics Society 50 (3): 456–460. doi:10.1518/001872008X288385. PMID 18689053. http://www.ise.ncsu.edu/nsf_itr/794B/papers/Klein_2008_HF_NDM.pdf. Retrieved 2022-03-26.
* Todd, Peter M.; Gigerenzer, Gerd (2001). "Putting naturalistic decision making into the adaptive toolbox". Journal of Behavioral Decision Making 14 (5): 381–383. doi:10.1002/bdm.396. http://library.mpib-berlin.mpg.de/ft/pt/PT_Putting_2001.pdf.
* Zsambok, Caroline E.; Klein, Gary A. (1997). Naturalistic Decision Making. L. Erlbaum Associates. ISBN 978-0-8058-1874-1. https://books.google.com/books?id=mwR8YA3QPwcC.

## External links

* Human Factors and Ergonomics Society
* HFES Europe Chapter
* Cognitive Engineering & Decision Making Technical Group

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