Metarecognition in Time-Stressed Decision Making: Recognizing, Critiquing, and Correcting
- 1 June 1996
- journal article
- Published by SAGE Publications in Human Factors: The Journal of the Human Factors and Ergonomics Society
- Vol. 38 (2) , 206-219
- https://doi.org/10.1518/001872096779048020
Abstract
We describe a framework for decision making, called the Recognition/Metacognition (R/M) model, that explains how decision makers handle uncertainty and novelty while at the same time exploiting their experience in real-world domains. The model describes a set of critical thinking strategies that supplement recognitional processes by verifying their results and correcting problems. Structured situation models causally organize information about a situation and provide a basis for metarecognitional processes. Metarecognitional processes determine when it is worthwhile to think more about a problem; identify evidence-conclusion relationships within a situation model; critique situation models for incompleteness, conflict, and unreliability; and prompt collection or retrieval of new information and revision of assumptions. We illustrate the R/M framework in the context of naval tactical decision making.Keywords
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