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Cognitive Support for Real-Time Dynamic Decision Making

Author

Listed:
  • F. Javier Lerch

    (Center for Interactive Simulations, Graduate School of Industrial Administration, Carnegie Mellon University, Pittsburgh, Pennsylvania 15213)

  • Donald E. Harter

    (University of Michigan Business School, Ann Arbor, Michigan 48109)

Abstract

This research examines how decision makers manage their attentional resources when making a series of interdependent decisions in a real-time environment. Decision strategies for real-time dynamic tasks consist of two main overlapping cognitive activities: monitoring and control. Monitoring refers to decision makers' tracking of key system variables as they work toward arriving at a decision. Control refers to the decision maker's generation, evaluation, and selection of alternative actions. In real-time tasks, these two activities compete for the same attentional resources. The questions that motivate the two studies presented here are: (1) can decision making be improved by increasing individuals' attentional resources, thereby enhancing their ability to monitor the system, and (2) can decision making be improved by providing individuals with feedback and/or feedforward control support? Our findings show that some kinds of cognitive support degrade performance, rather than enhance it. These results indicate that providing support for real-time dynamic decision making may be very difficult, and that designing effective decision aids requires a detailed understanding of the underlying cognitive processes.

Suggested Citation

  • F. Javier Lerch & Donald E. Harter, 2001. "Cognitive Support for Real-Time Dynamic Decision Making," Information Systems Research, INFORMS, vol. 12(1), pages 63-82, March.
    • Handle: RePEc:inm:orisre:v:12:y:2001:i:1:p:63-82
    DOI: 10.1287/isre.12.1.63.9717
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    References listed on IDEAS

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    1. Hogarth, Robin M. (ed.), 1990. "Insights in Decision Making," University of Chicago Press Economics Books, University of Chicago Press, edition 1, number 9780226348551, September.
    2. Balzer, William K. & Sulsky, Lorne M. & Hammer, Leslie B. & Sumner, Kenneth E., 1992. "Task information, cognitive information, or functional validity information: Which components of cognitive feedback affect performance?," Organizational Behavior and Human Decision Processes, Elsevier, vol. 53(1), pages 35-54, October.
    3. Gibson, Faison P. & Fichman, Mark & Plaut, David C., 1997. "Learning in Dynamic Decision Tasks: Computational Model and Empirical Evidence," Organizational Behavior and Human Decision Processes, Elsevier, vol. 71(1), pages 1-35, July.
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    Cited by:

    1. Gonzalez, Cleotilde, 2005. "Decision support for real-time, dynamic decision-making tasks," Organizational Behavior and Human Decision Processes, Elsevier, vol. 96(2), pages 142-154, March.
    2. Williams, Michael L. & Dennis, Alan R. & Stam, Antonie & Aronson, Jay E., 2007. "The impact of DSS use and information load on errors and decision quality," European Journal of Operational Research, Elsevier, vol. 176(1), pages 468-481, January.
    3. J. Michael Haynie & Dean A. Shepherd & Holger Patzelt, 2012. "Cognitive Adaptability and an Entrepreneurial Task: The Role of Metacognitive Ability and Feedback," Entrepreneurship Theory and Practice, , vol. 36(2), pages 237-265, March.
    4. Johanna Bragge & Henrik Kallio & Tomi Seppälä & Timo Lainema & Pekka Malo, 2017. "Decision-Making in a Real-Time Business Simulation Game: Cultural and Demographic Aspects in Small Group Dynamics," International Journal of Information Technology & Decision Making (IJITDM), World Scientific Publishing Co. Pte. Ltd., vol. 16(03), pages 779-815, May.
    5. Yuan Li & William J. Kettinger, 2022. "Testing the Relationship Between Information and Knowledge in Computer-Aided Decision-Making," Information Systems Frontiers, Springer, vol. 24(6), pages 1827-1843, December.

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