Display and Interface Design

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Display Design: Building a Conceptual Base 153 Research in decision making has undergone a dramatic change in recent years. Historically, decision research has focused on developing models that describe how experts generated optimal decisions. Decision making was considered to be an extremely analytical process. Experts were viewed as considering all relevant dimensions of a problem, assigning differential weights to these dimensions, generating multiple alternatives (potentially all alternatives), evaluating (ranking) these alternatives, and selecting the optimal solution. Thus, cognitive processes were heavily emphasized while perceptual processes were essentially ignored. 7.5.1 Recognition-Primed Decisions Recent developments in decision research, stimulated by research on naturalistic decision making (e.g., Klein, Orasanu, and Zsambok 1993), portray a very different picture of decision making. As suggested by their name, these approaches to decision making were developed from insights obtained from observing experts making decisions in natural work domains. One example of naturalistic decision making is the recognition-primed decisions (RPDs) described by Klein and his colleagues. RPD is described in the following manner (Klein 1989): We were surprised to find that the Fire Ground Commanders (FGCs) argued that they were not making any choices, considering alternatives, assessing probabilities, or performing trade-offs between the utilities of outcomes … . Instead the FGCs relied on their abilities to recognize and appropriately classify a situation. Once they knew it was “that” type of case, they usually also knew the typical way of reacting to it. They would use the available time to evaluate an option’s feasibility before implementing it. Imagery might be used to “watch” the option being implemented, to discover if anything important might go wrong. (p. 49; emphasis added) 7.5.1.1 Stages in RPD As suggested by the preceding quote, there are several stages in RPD (see Figure 7.9). The first stage is to recognize the problem (i.e., to categorize it as one of several different types of problems that have been encountered in the past). This is followed by a “situational assessment” phase, which involves establishing goals, looking for critical perceptual cues, developing expectancies about how upcoming events should unfold, and identifying typical actions that have proved successful for similar situations in the past. Before implementing a potential solution, experts will normally engage in a form of mental simulation where each step in the potential solution is checked for its potential to succeed or fail. Naturalistic decision making emphasizes dynamic action constraints in decision making (see Figure 2.3 and the associated discussion). Contrary to the classical view of decision making, RPD views experts as satisficing, not optimizing. © 2011 by Taylor & Francis Group, LLC
154 Display and Interface Design: Subtle Science, Exact Art FIGURE 7.9 The recognition-primed decision making model. (Adapted with permission from Klein, G. A. 1989. Advances in Man–Machine Systems Research 5:47–92. JAI Press. All rights reserved.) Their studies (e.g., Klein 1989) revealed that experts do not generate and evaluate all possible solutions; they generate and evaluate only a few good alternatives. Essentially, the experts are looking for the first solution that has a good chance of working and viable alternatives are normally considered in a serial fashion until one is found. Thus, this class of decision-making theories gives more consideration to the generation of alternatives in the context of dynamic demands for action. © 2011 by Taylor & Francis Group, LLC
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Kevin B. Bennett John M. Flach Disp
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Display and Interface Design Subtle
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To Jens Rasmussen for his inspirati
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viii Contents 3. The Dynamics of Si
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x Contents 6.6 Ecological Interface
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xii Contents 9.4.2.2 Visual Structu
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xiv Contents 14. Design Tutorial: C
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xvi Contents 16. Measurement.......
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Preface This book is about display
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Preface xxi human-computer interact
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xxiv Acknowledgments that inspired
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1 Introduction to Subtle Science, E
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Introduction to Subtle Science, Exa
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16 Display and Interface Design: Su
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5 The Dynamics of Situation Awarene
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The Dynamics of Situation Awareness
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12 Metaphor: Leveraging Experience
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Metaphor: Leveraging Experience 289
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13 Design Tutorial: Mobile Phones a
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Design Tutorial: Mobile Phones and
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14 Design Tutorial: Command and Con
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Design Tutorial: Command and Contro
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18 A New Way of Seeing? 18.1 Introd
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A New Way of Seeing? 453 This essen
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A New Way of Seeing? 455 triadic pe
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A New Way of Seeing? 457 The fundam
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A New Way of Seeing? 459 (Chapter 4
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A New Way of Seeing? 461 constraint
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A New Way of Seeing? 463 Hutchins,
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