ABSTRACT
Process control has long served as a focus for research on decision making in complex dynamic settings (e.g., Bainbridge, 1979; DeKeyser, 1992; Leplat, 1981; Rasmussen, 1986). One reason is that process control work environments, such as chemical plants, nuclear power plants, and offshore oil and gas installations, exemplify the dimensions of complexity identified with naturalistic decision making (NDM) settings (Orasanu &. Connolly, 1993). The environments are inherently dynamic, with high demands for skilled performance and team work; high uncertainty because of the complex processes and impoverished state information displays; high stakes because of the potentially devastating consequences of accidents; and high organizational and sociopolitical influences.
