ABSTRACT
Team Decision Making (TDM) is a field that has emerged out of the military and organisational need for using teams to perform complex, interdependent, dynamic and ambiguous tasks. Based on what is known about naturalistic decision making, it is doubtful that much of this work will generalise to team decision making in the field. Experts in the field have their own viewpoints on what TDM training systems lack. Experts often indicate that training systems are not realistic because they only train "X", when in the real world teams must consider "X, Y and Z". The lack of realism in the training scenarios causes the trainees to doubt the validity of such systems and consequently the TDM training system as a whole is often not taken seriously. Consequently, in the absence of theory there are no guiding, testable hypotheses. In the absence of guiding hypotheses, little empirical work has focused on uncovering what competencies translate to effective TDM performance.
