ABSTRACT

In his case study of decision processes involved in a collision between two ships (chap. 2, this volume) Burns highlights how the construction of an appropriate mental model of the task environment is crucial for the possibil­ ity of making an adequate decision. Moreover, Burns' chapter illustrates how decision makers need to update their mental models as a function of the changes in the decision situation (Factor 2 in Orasanu & Connolly's, 1993, list), partly resulting from action/feedback loops (Factor 4) in a situation in­ volving high time stress (Factor 5) and high stakes (Factor 6) and multiple players, that is, the commanders of the colliding ships (Factor 7). In chapter 2 (this volume), Burns outlines a "mental model" theory of decisions made by experienced people under complex dynamic and uncertain situations.