Making up one's mind in the outdoors. Decision making and the genesis of judgement Research Completed

Title

Making up one's mind in the outdoors. Decision making and the genesis of judgement

Lead Author

Marty Beare

Organisation(s)

Lincoln University

Publication Year

2001

Publisher

Lincoln University

Contacts

Kevin Moore

email: Kevin.Moore@lincoln.ac.nz

Abstract

Increasing numbers of individuals are training for careers as outdoor-adventure leaders. Decision-making training delivered by programmes of outdoor leadership is informed predominantly by classical decision theory. Students are taught to employ procedure-based rational-choice strategies as substitutes for experience-based judgement. A competing rhetoric that reflects the traditionally-held beliefs and practices of expert outdoor adventurers presents an alternative view. Instead of promoting structured training in rigorous procedures of evaluation and option selection, experts talk about the need to acquire a foundation of experience on which to base intuitively-made decisions. The traditional rhetoric has recently gained theoretical support from new research in decision-making based on real-world operational settings. Termed ‘naturalistic decision-making’, this approach is characterised by claims that experience-based judgement and recognition-driven decision-making methods can generate workable courses of action in dynamic problem-solving environments. Of all the naturalistic decision models, Klein’s (1989, 1998) recognition-primed decision model is the most coherently expressed alternative to the rational-choice model of decision making. This study explores decision-making strategies used by expert mountaineers and kayakers in New Zealand, and investigates similarities with the recognition-primed decision model and with broader naturalistic decision making concepts. Conclusions reached are that the expert subjects do use recognitional strategies to make up their minds. Experts rely on knowledge and skill to interpret and assess what goes on in uncertain situations, and to devise short-term courses of action that remain relevant and effective within the overall goals of the occasion. Use of rational-choice strategies is limited to rare circumstances where simple choices occur in association with stable contexts. Implications of findings for outdoor-adventure practice, theory, and education are outlined, and future lines of inquiry are suggested.

Keywords:

Decision making; Judgement; Expertise; Naturalistic decision making; Recognition-primed decision making; Rational choice; Outdoor adventure; Outdoor leadership; Situation assessment; Critical reflection; Mountaineering; Kayaking

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Areas of Focus

Population Groups

Settings (location)

Provision (delivery type & infrastructure)

Topics

Sport and Recreation Types

Views

1558

Added

June 24, 2013