Description
Book SynopsisFrequently (and often inappropriately) decision making in the work environment has been analyzed and modeled in terms of isolated decisions made by one person. In reality, decision making is a continuous, interpersonal process usually involving several decision makers aiming at dynamic and cooperative control of the state of affairs at work.
Table of ContentsPartial table of contents:
INTRODUCTION: AN OVERVIEW OF THE FIELD.
Distributed Decision Making: Some Notes on the Literature (B.Brehmer).
APPROACHES TO MODELING THE ORGANIZATION OF COOPERATIVE WORK ANDDECISION MAKING.
Cooperative Work: A Conceptual Framework (K. Schmidt).
SPECIAL PROBLEMS IN MODELING DECISION MAKING IN SOCIALSYSTEMS.
Responsibility Allocation in Modern Technology (F. Rapp).
FIELD STUDIES OF COOPERATIVE WORK.
A Method for Tactical Reasoning (MTR) in Emergency Management:Analysis of Individual Acquisition and Collective Implementation(R. Samurcay & J. Rogalski).
EXPERIMENTAL STUDIES IN SIMULATED TASK ENVIRONMENTS.
Dynamic Decision Making: The Effects of Task Complexity andFeedback Delay (B. Brehmer & R. Allard).
SIMULATION OF DECISION PROCESSES.
Decision Models and the Design of Knowledge-Based Systems (M.Lind).
METHODOLOGICAL CONCLUSION.
Use of Simulation in the Study of Complex Decision Making (B.Brehmer, et al.).
Author Index.
Subject Index.
