Distributed Decision Making. Cognitive Models for Cooperative Work. New Technologies and Work: A Wiley Series

  • ID: 2248244
  • Book
  • 416 Pages
  • John Wiley and Sons Ltd
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Frequently (and often inappropriately) decision making in the work environment has been analyzed and modeled in terms of isolated decisions made by one person. In reality, decision making is a continuous, interpersonal process usually involving several ``decision makers′′ aiming at dynamic and cooperative control of the state of affairs at work. Based on original contributions from researchers and research teams, this book provides an urgently needed cognitive approach to models of distributed decision making, exploring the basis for design of decision support systems in various complex, collective, modern work environments. It identifies the state of the art of modeling distributed decision making and the problems imposed by modern high–tech systems. A also formulates promising research avenues.
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Partial table of contents:

INTRODUCTION: AN OVERVIEW OF THE FIELD.

Distributed Decision Making: Some Notes on the Literature (B. Brehmer).

APPROACHES TO MODELING THE ORGANIZATION OF COOPERATIVE WORK AND DECISION MAKING.

Cooperative Work: A Conceptual Framework (K. Schmidt).

SPECIAL PROBLEMS IN MODELING DECISION MAKING IN SOCIAL SYSTEMS.

Responsibility Allocation in Modern Technology (F. Rapp).

FIELD STUDIES OF COOPERATIVE WORK.

A Method for Tactical Reasoning (MTR) in Emergency Management: Analysis of Individual Acquisition and Collective Implementation (R. Samurcay & J. Rogalski).

EXPERIMENTAL STUDIES IN SIMULATED TASK ENVIRONMENTS.

Dynamic Decision Making: The Effects of Task Complexity and Feedback Delay (B. Brehmer & R. Allard).

SIMULATION OF DECISION PROCESSES.

Decision Models and the Design of Knowledge–Based Systems (M. Lind).

METHODOLOGICAL CONCLUSION.

Use of Simulation in the Study of Complex Decision Making (B. Brehmer, et al.).

Author Index.

Subject Index.
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Jens Rasmussen
Berndt Brehmer
Jacques Leplat
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