Decision Making and Situation Awareness (Wk18)

Rasmussen’s Skills-Rules-Knowledge Model

knowledge-based decisions

user analyses environment without prior experience

knowledge-based decisions theories

multiattribute utility, expected value

rule-based decisions

familiarity of situations enforces rule followed response

skill-based decisions

triggered by sensory cues, carried out without concious effort

optimal decision making

making the best decision based on criteria

suboptimal decision making

choices that doesn’t result in the best outcome

normative decision making

how decisions should be made

descriptive decision making

how decisions are actually made

bias

ways in which decision making becomes suboptimal

principles of improving decision making

choice architecture, displays, automation, proceduralisation, training

choice architecture

limit number of options

displays

provides fast and unbiased cues

automation

suggest suitable actions

proceeduralisation

methods of forming decisions

training

how to use procedures and tools

situational awareness (SA)

provides perception for decision making

Endsley’s 3 level model

levels of SA

perception, comprehension, projection

perception

observation of environment and its elements

comprehension

meaning and significance of situation

projection

future states and events

SA global assessment technique (SAGAT)

interrupt taks and question probe sa

Situation Present Assessment Method (SPAM)

ask questions during task and measure response time

SA Rating Technique (SART)

subjective rating of situation

perception design priniciples (for improving sa)

make situation changes noticable

comprehension design principles (for improving sa)

organise situation info around goals

projection design principles (for improving sa)

train for sa