ABSTRACT
Naturalistic decision making (NDM) focuses on understanding how people with considerable domain expertise use their knowledge to make decisions (Cannon-Bowers, Salas, & Pruitt, 1996; Klein, Orasanu, Calderwood, & Zsambok, 1993; Zsambok & Klein, 1997). Highly integrated knowledge structures account for the robust and efficient performance of experts (Ericsson & Leman, 1996; Klein, 1993a). However, sometimes people who are considered experts make decisions that turn out badly.
