Mary M. Omodei

The Fire Chief microworld generating program: An illustration of computer-simulated microworlds as an experimental paradigm for studying complex decision-making behavior

Computer-simulated microworlds bridge the gap between the complexity of field investigations and the rigor of laboratory studies. The purpose of this paper is to draw attention to the major methodological issues involved in developing and using computer-simulated microworlds for the psychological study of complex decision-making behavior. These issues comprise flexibility and generality in the microworlds that can be created, adequate psychological validity, automatic trial administration and data logging, capacity to interface simulations of psychological processes, and adequate testing and documentation. Each of these issues is illustrated by indicating how it has been addressed in Fire Chief, a microworld generating program specifically designed for creating realistic, yet controllable, decision-making task environments in the psychology laboratory. Fire Chief (Omodei & Wearing, 1993a) is introduced as both fully portable to other research teams and suitable for use in many different contexts requiring a complex task situation.

STUDYING COMPLEX DECISION MAKING IN NATURAL SETTINGS : USING A HEAD-MOUNTED VIDEO CAMERA TO STUDY COMPETITIVE ORIENTEERING

Head-mounted video recording is described as a potentially powerful method for studying decision making in natural settings. Most alternative data-collection procedures are intrusive and disruptive of the decision-making processes involved while conventional video-recording procedures are either impractical or impossible. As a severe test of the robustness of the methodology we studied the decision making of 6 experienced orienteers who carried a head-mounted light-weight video camera as they navigated, running as fast as possible, around a set of control points in a forest. Use of the Wilcoxon matched-pairs signed-ranks test indicated that compared with free recall, video-assisted recall evoked (a) significantly greater experiential immersion in the recall, (b) significantly more specific recollections of navigation-related thoughts and feelings, (c) significantly more realizations of map and terrain features and aspects of running speed which were not noticed at the time of actual competition, and (d) significantly greater insight into specific navigational errors and the intrusion of distracting thoughts into the decision-making process. Potential applications of the technique in (a) the environments of emergency services, (b) therapeutic contexts, (c) education and training, and (d) sports psychology are discussed.

Conceptualizing and measuring global interpersonal mistrust-trust.

Abstract Global interpersonal mistrust is conceptualized as a general mistrust of the motives of others in situations related to ones well-being: a general tendency to view others as mean, selfish, malevolent, or unreliable people who are, thus, not to be depended on to treat one well. The authors developed an 18-item unidimensional self-report inventory measuring interpersonal mistrust as a negative cognitive orientation toward others. The measure comprises items describing perceptions of specific hypothetical interpersonal situations rather than items asking respondents to describe their own general behavior. The measure was reliable and evidenced construct validity in a heterogeneous sample of Australians.

Decision Making Effectiveness in Wildfire Incident Management Teams

During large scale wildfires, suppression activities are carried out under the direction of an Incident Management Team (IMT). The aim of the research was to increase understanding of decision processes potentially related to IMT effectiveness. An IMT comprises four major functions: Command, Operations, Planning, and Logistics. Four methodologies were used to study IMT processes: computer simulation experiments; analyses of wildfire reports; interviews with IMT members; and cognitive ethnographic studies of IMTs. Three processes were important determinants of IMT effectiveness: information management and cognitive overload; matching component function goals to overall goals; and team metacognition to detect and counter task-disruptive developments. These processes appear to be complex multi-person analogues of individual Incident Command processes identified previously. The findings have implications for issues such as: creating IMTs; training IMTs; managing IMTs; and providing decision support to IMTs.

Householder decision-making under imminent wildfire threat: Stay and defend or leave?

The study examined aspects of decision-making that distinguish between those who stay and defend their property and those who leave for an assumed safer location when a community comes under imminent threat from a severe wildfire. The data were obtained from field interviews with 49 survivors of the Murrindindi wildfire (Victoria, Australia, 7 February 2009) in which 38 people perished and that destroyed the small township of Marysville. Uncertainty about the level of threat was a major feature of the decision-making context in the period immediately preceding the impact of the fire. The majority of those who stayed and defended did so because they were committed to this plan of action. For most of those who left, the action of leaving was triggered by realisation of the severe threat posed by the intensity or location of the fire. Language: en

The Role of Prepriming in Recognition-Primed Decisionmaking

Kleins (1989a) Recognition-primed Decision model proposes that the experienced decisionmaker, on encountering an incident requiring complex time-pressured decisions, first categorizes the situation as a variant of a familiar type of problem and subsequently simulates mentally the likely consequences of acting on the basis of the categorization. Drawing on data obtained in two studies, the first with Australian Football League umpires and the second with experienced firefighters, this paper suggests that Kleins model be extended to take into account the active mental processing that occurs immediately prior to the incident. In both studies, participants reported engaging in active simulations, based on the limited information available prior to exposure to the actual decisional incident. This suggests that in many time-pressured naturalistic decision settings, the experienced decisionmaker enters the situation with a number of most-likely prototype situations already activated in memory (preprimed) and that situational assessments and possibilities for action are first made from among this reduced set of preprimed prototypes.