Talk:Recognition-primed decision

Text from Recognition Primed Decision
The Recognition-Primed Decision (RPD) model was described by Gary Klein in order to explain how people can make relatively fast decisions without having to compare options. Previously, decision researchers had argued that unless people used some sort of decision analysis or multi-attribute utility analysis, their decisions would be inadequate and prone to biases. Klein and his colleagues studied the way experienced fireground commanders made difficult decisions under time pressure and uncertainty. The researchers speculated that the commanders only compared two options instead of a full range of options. However, the firefighters insisted that they rarely compared any options at all. This created two mysteries – how could the firefighters be so confident of the first option that popped into their heads, and how could they evaluate an option without comparing it to another option?

By reviewing incident accounts collected through cognitive task analysis, for 156 decision points collected from 26 highly experienced commanders averaging 23 years as firefighters, the researchers determined that the commanders had accumulated a large repertoire of patterns and could use these patterns to rapidly categorize situations. Once the situation was understood, the commanders knew, through experience, how to respond. That resolved the first mystery.

The incident accounts also showed that the commanders evaluated an option by conducting a mental simulation to see if it would work. If the mental simulation looked good, the commanders would take action. If the mental simulation showed flaws in the course of action, the commanders would revise and improve the option. And if they couldn’t find a way to eliminate the flaws, the commanders would look at the next option in the action queue, continuing until they found one that looked like it would work. That resolved the second mystery. The commanders evaluated options by imagining them in the context of the current situation.

The RPD model is a blend of intuition and analysis. The intuition is the pattern-matching process that quickly suggests feasible courses of action. The analysis is the mental simulation, a conscious and deliberate review of the courses of action. In this way, the RPD model is compatible with the System 1/System 2 framework suggested by Daniel Kahneman and others.

==References==
 * Klein, G. (1998) Sources of Power: How people make decisions, MIT Press, Cambridge, MA, 1998.


 * R-CAST

==External links==
 * Klein Associates

Merger
The text above is intended to provide a temporary reservoir of material to compare with the text of this article. It is duplicative, but there may be something worth preserving. We should also attend to the linked articles: Gary A. Klein and Naturalistic decision making. DCDuring 03:10, 18 September 2007 (UTC)

Text from Recognition primed decision
Recognition-primed decision is a model of how people make quick, effective decisions when faced with complex situations. In this model, the decision maker is assumed to generate a possible course of action, compare it to the constraints imposed by the situation, and select the first course of action that is not rejected. This technique has benefits in that it is rapid, but is prone to serious failure in unusual or misidentified circumstances. It appears to be a valid model for how human decision-makers make decisions.

The Recognition-Primed Decision Model identifies a reasonable reaction as the first one that is immediately considered. RPD combines two ways of developing a decision; the first is recognizing which course of action makes sense, and the second, evaluating the cause of action through imagination to see if the actions resulting from that decision make sense. However, the difference of being experienced and inexperience plays a major factor in the decision-making processes.

RPD reveals a critical difference between experts and novices when presented with recurring situations. Experienced people will generally be able to come up with quicker decision because the situation may match a prototypical situation they have encountered before. Novices, lacking this experience, must cycle through different possibilities, and tend to use the first course of action that they believe will work. The inexperienced also have the tendencies of using trial and error through their imagination. ==Variations== There are three variations in RPD strategy. In variation 1, decision makers recognize the situation as typical, so they know what course of action they will do. They immediately know the goals, priorities and the steps in the courses of action in the given situations. Variation 1 is basically an “If… then,” reaction. One situation can lead to the immediate course of action due to its typicality.

Variation 2 occurs when the decision maker diagnoses the situation to develop a course of action. Variation 2 takes the form of “If (???)… Then,” In order to prevent complications and misinformation the decision maker is more concerned about the situation rather than the course of action or the goal.

In Variation 3, the decision maker is knowledgeable of the situation but unaware of the proper course of action. Implementing a mentally-simulated trial and error process to develop the most effective course of action. The mental stimulation helps produce in finding out the consequences of the different types of course of action. Cycling through different courses of actions to take, if one does not work, they will proceed to the next course of action until they come up with the first effective course of action. Variation 3 takes the form of “if… then (???)” wherein the decision maker considers other outcomes of a reaction. However, the relevance of inexperience lies here. Inexperienced decision makers are more likely to develop different types of action before choosing the most proficient one.

==Application== Recognition Primed Decision making is highly relevant to the leaders or officers of organizations that are affiliated with emergency services such as fire fighters, search and rescue units, police, and other emergency services. It is applied to both the experienced and the inexperienced, and how they manage their decision making processes. The recognition primed decision making model is developed as samples for organizations on how important decisions can affect important situations which may either save lives or take lives. The model developed can be used as a study for organizations to fill in the gaps and to determine which type of Recognition Primed Decision Variation is more applicable to the organization.

Text for convenient comparisons
The text above is also for convenience of someone wishing to see and compare the two previous articles. DCDuring 03:49, 18 September 2007 (UTC)