Using the Networked Fire Chief for Ego-Depletion Research: Measuring Dynamic Decision-Making Effort and Performance

Research into sports coaches has identified the valuable role they play concerning social support provided to athletes together with their contribution to social and cultural interactions within both the participation and performance domains. The purpose of the present study was to qualitatively extract and examine the knowledge and on-task cognitions of high-level coaches (HLCs) within strength and conditioning (S and C). Applied cognitive task analysis (ACTA) was used to examine ten HLCs, each purposefully sampled to reflect over eight years of work in full time environments. The analysis of responses demonstrated HLCs engage in a pattern of innovative and diverse thinking, together with adaptability and multilevel planning, designed to promote an inclusive approach from performers, coaches and management. Commonality was demonstrated within the decision making of HLCs during the design of training programs. Communication was another important consideration when connecting with athletes, observing athletes, speaking to the head coach and integrating their approach with others. A confident, flexible approach to adapting to situational demands was evident and supported by the ability to recall and select from a wide range of previously learnt and tested strategies. Evidence is offered for the importance of interpersonal and social factors in HLCs’ relationships with athletes and coaches. The incorporation of strategies to support versatile, dynamic decision making within future S and C coach development materials will support more impactful performances by coaches at all stages of the coaching process.

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Feedback Frequency Effect on Performance Time in Dynamic Decision Making Task

Proceedings of the Human Factors and Ergonomics Society Annual Meeting ◽

10.1177/1541931213601531 ◽

2017 ◽

Vol 61 (1) ◽

pp. 188-192

Author(s):

Nakkyeong Choi ◽

Rohae Myung

Keyword(s):

Decision Making ◽

Performance Evaluation ◽

Task Performance ◽

Dynamic Decision Making ◽

Frequency Effect ◽

Performance Time ◽

Successful Work ◽

Activation Theory ◽

And Performance ◽

Feedback Frequency

Decision support such as feedback has been considered to be crucial for successful work in many important Dynamic Decision Making (DDM) tasks. However, previous research did not consider the effect of feedback frequency on the performance time which, in conjunction with accuracy, is an important measure of the task performance evaluation in DDM. Therefore, in order to accurately evaluate task performance in a DDM, not only the accuracy of performance, but also the time to perform the task should be considered. This paper will examine the effect of feedback frequency on the task performance time in DDM. Drawing from activation theory (Anderson, 2009), we hypothesized that frequent feedback induces cognitive overload, resulting in learning degradation, and thus producing a U-shaped relationship with performance time. In order to test this hypothesis, we have experimented with the DDM simulation where the frequency of feedback was manipulated. The results demonstrate that there is U-shaped relationship between feedback frequency and performance time ( R2= 0.746, p < 0.01). Our findings show that providing excessively frequent feedback to an operator negatively affects performance time.

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Predicting real-time adaptive performance in a dynamic decision-making context

Journal of Management & Organization ◽

10.1017/jmo.2014.54 ◽

2014 ◽

Vol 20 (6) ◽

pp. 715-732 ◽

Cited By ~ 7

Author(s):

Darren Good

Keyword(s):

Decision Making ◽

Real Time ◽

Computer Game ◽

Dynamic Decision Making ◽

Adaptive Performance ◽

Time Dynamic ◽

Individual Capacity ◽

Cognitive Agility ◽

The Individual ◽

Networked Fire Chief

AbstractIndividuals in organizations must frequently enact a series of ongoing decisions in real-time dynamic contexts. Despite the increasing need for individuals to manage dynamic decision-making demands, we still understand little about individual differences impacting performance in these environments. This paper proposes a new construct applicable to adaptation in such real-time dynamic environments. Cognitive agility is a formative construct measuring the individual capacity to exhibit cognitive flexibility, cognitive openness and focused attention. This study predicts that cognitive agility will impact adaptive performance in a real-time dynamic decision-making microworld computer game called the Networked Fire Chief; a simulation developed to study and train Australian fire fighters. Cognitive agility, operationalized through three distinct methods (performance measures, self-reports and external-rater reports), explained unique variance beyond measures of general intelligence on the total score of adaptive performance in the microworld.

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