Roller Coasters, Mental Models, and Product Safety

2008 ◽  
Vol 16 (4) ◽  
pp. 7-10 ◽  
Author(s):  
Kenneth Nemire
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Mental Model ◽  
External World ◽  
Product Safety ◽  
Roller Coaster ◽  
Internal Representations ◽  
Different Types ◽  
Safety Guidelines

Mental models – internal representations of the external world – influence perception and decision making. An inappropriate mental model of a roller coaster contributed to one injury and one death in a roller coaster incident. This study revealed that participants' mental models represented the oldest and most prevalent type of roller coaster, despite the existence of several different types. Investigating mental models of users involved in injury incidents often reveals how such incidents occur. To prevent inaccurate mental models from leading users into hazardous situations, product and system designers should follow product safety guidelines to eliminate or reduce the hazards.

Case Study: The Wrong Mental Model can Kill You

2007 ◽  
Vol 51 (9) ◽  
pp. 554-558 ◽  
Author(s):  
Kenneth Nemire
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Mental Model ◽  
External World ◽  
Roller Coaster ◽  
Internal Representations ◽  
Study Participants

Mental models are internal representations of the external world that are thought to influence perception and decision-making. An inappropriate mental model of a “roller coaster” was hypothesized to have caused the injury of one person and the death of another in a roller coaster incident. A study was conducted to learn about existing internal representations of roller coasters. Participants were asked to draw a roller coaster. Despite the existence of several types of roller coasters, 98% of the study participants drew a roller coaster representing the oldest and most prevalent type of coaster. The results of the study are discussed with respect to this injury incident and the importance of educating product users about more appropriate mental models that may help prevent injury or death.

Mental Models

2011 ◽  
pp. 574-579
Author(s):  
Daniel Churchill
Keyword(s):  
Mental Models ◽  
Mental Model ◽  
Repeated Application ◽  
Internal Representations ◽  
The Mind ◽  
Mind's Eye ◽  
Cognitive Practice

It is widely assumed that mental models are internal representations. Humans are capable of constructing these models when required by demands of an external task or by a self-generated stimulus. “Mind’s eye” can see, run, and interact with these mental models. Rather than stored in strictly fixed form in the mind, mental models are constructed on the spot when needed. Repeated application leads to refinement of a mental model and possible automation of its construction and use processes in one’s cognitive practice.

Defining the Phenomenon of Mental Models for Critical Events

2013 ◽  
Author(s):  
Kanter van Deurzen ◽  
Imre Horváth ◽  
Regine Vroom
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Mental Model ◽  
Real Life ◽  
Critical Events ◽  
Cognitive Representations ◽  
Related Information ◽  
Strong Relation ◽  
Decision Making Processes ◽  
Definition Of

People use cognitive representations in order to characterize, understand, reason and predict the surrounding world. A class of these representations are called mental models. Designers of informing systems are interested in how mental models influence decision making, especially during critical events. With this knowledge they could optimize the content and amount of information that is needed for a dependable decision making process. New insights are needed about the operation of mental models in the course of critical events, as well as on how informing influences the real life operationalization of mental models. Most of the definitions available in the literature are overly general, and no definition was found that would support the design of informing systems for critical events. Therefore, the objective of our research was to derive a definition of mental models that play a role in critical events. Actually, we systematically constructed a definition from those attributes of mental model descriptions that were found to be relevant to critical events. First we decomposed 125 published descriptions to a set of attributes, and then assessed each attribute to see if they were associated with critical events, or not. In fact, this analysis involved not only the relevance of the attributes to critical events, but also the frequency of occurrence in the surveyed papers. This exploration provided a large number of attributes for a new mental model definition. Based on the top rated attributes, a definition was synthesized which, theoretically, has a strong relation to critical events. Though further validation will be needed, we argue that the derived mental model definition is strong because it establishes relationships with all generic features of critical events and makes the related information contents explicit. Hence the proposed definition can be considered a starting platform for investigations of the influence of informing on decision making processes in critical events.

Research of Decision-Making in the Multi-Agent System Based on Interactive Influence Diagrams

2011 ◽  
Vol 467-469 ◽  
pp. 1947-1952
Author(s):  
Bo Li ◽  
Jian Luo ◽  
Jin Fa Zhuang
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Mental Model ◽  
High Accuracy ◽  
Influence Diagrams ◽  
Multi Agent System ◽  
Empirical Results ◽  
Model Spaces ◽  
Multi Agent ◽  
Sufficient Space

Interactive influence diagrams(I-IDs) offer a transparent and representation for the decision-making in multiagent settings. In I-IDs, for the sake of predicting the behavior of other agent accurately, the modeling agent starts from an initial set of possible models for another agent and then maintains belief about which of those models applies. This initial set of models in the model node is typically a fully specification of possible agent types. Although such a rich space gives the modeling agent high accuracy in its beliefs, it will also incur high cost in maintaining those beliefs. In this paper, we demonstrate that we can choose a minimal, but sufficient, space of mental models by combining models that action or utility equivalence. We illustrate our framework using the two-tiger game and provide empirical results by showing the minimal mental model spaces that it generates.

scholarly journals Exploring the Mental Model of Cattle Farmers in Disease Prevention and Control Practices

2020 ◽  
Vol 7 (1) ◽  
pp. 27
Author(s):  
Yong Suit-B ◽  
Latiffah Hassan ◽  
Steven Eric Krauss ◽  
Siti Zubaidah Ramanoon ◽  
Peck Toung Ooi ◽  
...  
Keyword(s):  
Decision Making ◽  
Disease Prevention ◽  
Mental Models ◽  
Mental Model ◽  
Perceived Risk ◽  
Prevention And Control ◽  
Quantitative Methods ◽  
Structured Interviews ◽  
Decision Making Processes ◽  
And Control

Farmers play an integral role in minimizing disease threats and managing ongoing diseases on their farms. Various environmental factors influence the decision-making processes of farmers. Deciphering the mental models of farmers allows us to understand the motivations and reasons behind disease prevention and control choices. This study aimed to explore the mental models of cattle farmers in implementing disease prevention and control practices. Using qualitative in-depth, semi-structured interviews, seven cattle farmers from a university’s foster farm extension program were sampled. Interview transcripts were analyzed using inductive content analysis. Results revealed 23 dimensions comprising the mental model of cattle farmers. The dimensions were conceptualized under four major themes. Farmers were most influenced by perceived risk of disease, perceived effectiveness and benefits of disease prevention and control practices, experience, knowledge and emotions, subjective norms and perceived economic loss. The decision-making processes of farmers are complex and are influenced by various factors. While additional research is needed to confirm the findings using quantitative methods and larger sample sizes, insights gained from the study can be used as inputs to tailor communication and training strategies for improved disease prevention and control interventions.

scholarly journals Overcoming Barriers to Applying Systems Thinking Mental Models in Policy-Making Comment on "What Can Policy-Makers Get Out of Systems Thinking? Policy Partners’ Experiences of a Systems-Focused Research Collaboration in Preventive Health"

2020 ◽  
Author(s):  
Sobia Khan
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Systems Thinking ◽  
Mental Model ◽  
Policy Making ◽  
Research Collaboration ◽  
Preventive Health ◽  
Policy Makers ◽  
Solution Generation ◽  
Australian Researcher

Systems thinking provides the health system with important theories, models and approaches to understanding and assessing complexity. However, the utility and application of systems thinking for solution-generation and decision-making is uncertain at best, particularly amongst health policy-makers. This commentary aims to elaborate on key themes discussed by Haynes and colleagues in their study exploring policy-makers’ perceptions of an Australian researcher-policy-maker partnership focused on applications of systems thinking. Findings suggest that policy-makers perceive systems thinking as too theoretical and not actionable, and that the value of systems thinking can be gleaned from greater involvement of policy-makers in research (ie, through co-production). This commentary focuses on the idea that systems thinking is a mental model that, contrary to researchers’ beliefs, may be closely aligned with policy-makers’ existing worldviews, which can enhance adoption of this mental model. However, wider application of systems thinking beyond research requires addressing multiple barriers faced by policy-makers related to their capability, opportunity and motivation to action their systems thinking mental models. To make systems thinking applicable to the policy sphere, multiple approaches are required that focus on capacity building, and a shift in shared mental models (or the ideas and institutions that govern policy-making).

scholarly journals Networks of Influence Diagrams: A Formalism for Representing Agents' Beliefs and Decision-Making Processes

2008 ◽  
Vol 33 ◽  
pp. 109-147 ◽  
Author(s):  
Y. Gal ◽  
A. Pfeffer
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Mental Model ◽  
Expressive Language ◽  
Optimal Strategies ◽  
Influence Diagrams ◽  
Bayesian Games ◽  
Opponent Modeling ◽  
Decision Making Processes ◽  
Networks Of Influence Diagrams

This paper presents Networks of Influence Diagrams (NID), a compact, natural and highly expressive language for reasoning about agents' beliefs and decision-making processes. NIDs are graphical structures in which agents' mental models are represented as nodes in a network; a mental model for an agent may itself use descriptions of the mental models of other agents. NIDs are demonstrated by examples, showing how they can be used to describe conflicting and cyclic belief structures, and certain forms of bounded rationality. In an opponent modeling domain, NIDs were able to outperform other computational agents whose strategies were not known in advance. NIDs are equivalent in representation to Bayesian games but they are more compact and structured than this formalism. In particular, the equilibrium definition for NIDs makes an explicit distinction between agents' optimal strategies, and how they actually behave in reality.

Training Accurate and Coherent Decision Making in Rugby Union Referees

2005 ◽  
Vol 19 (2) ◽  
pp. 131-147 ◽  
Author(s):  
Duncan R.D. Mascarenhas ◽  
Dave Collins ◽  
Patrick W. Mortimer ◽  
Bob Morris
Keyword(s):  
Decision Making ◽  
Training Program ◽  
Mental Models ◽  
Mental Model ◽  
Rugby Union ◽  
Control Group ◽  
Correct Decision ◽  
Video Clips ◽  
Model Training ◽  
Experimental Group

The purpose of this investigation was to pilot a video-based training program designed to develop referees’ shared mental models. A group of English Rugby Football Union (RFU) national referees, divided into a control group (n = 15) and experimental group (n = 41) made their immediate decisions on pre and posttests of 10 video clips taken from real game referee perspective recordings. Over a six-week period the experimental group studied training tapes consisting of 5 sets of 5 tackles, in each case with an expert providing his interpretation of the correct decision. The lowest ranked referees on the national panel significantly improved their percentage of correct decisions, becoming 17.43% more accurate in their decisions at the posttest. These results suggest that such shared mental model training is an appropriate method for improving referee performance.

scholarly journals A Context-Driven Framework for Selecting Mental Model Elicitation Methods

2019 ◽  
Vol 63 (1) ◽  
pp. 367-371 ◽  
Author(s):  
Samantha Harper ◽  
Stephen Dorton
Keyword(s):  
Mental Models ◽  
Mental Model ◽  
Internal Representation ◽  
Elicitation Method ◽  
Elicitation Methods ◽  
Different Types ◽  
Insight Into ◽  
Selection Of ◽  
Representation Of Knowledge ◽  
Model Elicitation

Mental models describe an internal representation of knowledge of an individual or group, which can be used to interpret interactions with their environment and provide insight into decision-making strategies and prediction of performance. There are several ways to elicit mental models and analyze them; however, there is little guidance for selecting an appropriate elicitation method. Depending on different constraints of research and desired outcomes, different elicitation methods are more appropriate than others. Three criteria were identified as useful for selecting an appropriate elicitation method. These were the interaction level with participants, the number of participants being evaluated, and the resulting level of analytical detail that is required. A process for selecting the most appropriate mental model elicitation method is herein presented. Additionally, an overview of the factors that affect the selection of the mental models, and the different types of mental models are also presented.

CHANGING OF MENTAL MODELS FOR EFFECTIVE DECISION-MAKING

2018 ◽  
Vol 1 (11) ◽  
pp. 209-228
Author(s):  
Yuriy Vasilievich Naplyokov
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Decision Maker ◽  
Mental Model ◽  
Additional Energy ◽  
Team Members ◽  
Legislative Proposals ◽  
Additional Energy Expenditure ◽  
Effective Decision Making ◽  
As Stress

This article explains the role of mental models and the need of their change to make effective decisions. It is substantiated that the mental model rests on changes to save the system and minimize the risk. An example of this resis- tance is the complicated and slow process of political reform in Ukraine, which forms a new national mentality model. Political initiatives are aimed at creating a new legitimate mental model, which should be more effective than the previ- ous, in a new environment. But from 2014 to 2017 of the nearly five thousand proposed legislative proposals, the Verkhovna Rada of Ukraine has only adopted a few dozen. It is noted that the review of mental models is a complex process that requires additional energy expenditure, such as stress, loss of comfort, security, money, etc. The ability to change the mental model may require personal courage, creativity, independence, and imagination. To view mental models, the leader must apply the appropriate leadership power and styles, establish an appropriate organizational culture and climate, show positive and optimistic behavior to en- courage team members and motivate them to change.It is noted that in the new environment, the decision maker can fluctuate closely to the so-called “line of comfort” for making a decision. This is a line of psychological comfort according to the existing mental model. For better and faster decision-making, you may need to create a new “line of comfort” by looking at the mental model. Thus, in a new environment, the decision maker can again make decisions on the basis of a new mental model.It is proved that mental models are relatively stable, but changing the envi- ronment makes them look. The growing conflict between the system and the en- vironment inevitably forms a new mental model, which should again balance the system.

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