Hodgkinson, Gerard P. Professor of Organizational Behaviour and Strategic Management and Director of the Centre for Organizational Strategy, Learning and Change, University of Leeds
Starbuck, William H. Professor in Residence at the Lundquist College of Business, University of Oregon, and Professor Emeritus, New York University
Print publication date: 2008 (this edition) Print ISBN-13: 978-0-19-929046-8
Published to Oxford Handbooks Online: September 2009







doi:10.1093/oxfordhb/9780199290468.003.0011

Michael A. Rosen
Eduardo Salas
Rebecca Lyons
Stephen M. Fiore
Abstract: IntroductionConcluding Remarks

Keywords: effective,

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Eduardo Salas is Trustee Chair and Professor of Psychology at the University of Central Florida. He also holds an appointment as Program Director for the Human Systems Integration Research Department at the Institute for Simulation & Training. Eduardo Salas has co-authored over 300 journal articles and book chapters and has co-edited 16 books. He is on or has been on the editorial boards of Journal of Applied Psychology, Personnel Psychology, Military Psychology, Interamerican Journal of Psychology, Applied Psychology: An International Journal, International Journal of Aviation Psychology, Group Dynamics, Journal of Organizational Behavior, and is a past editor of Human Factors journal. He is a fellow of the American Psychological Association (SIOP and Divisions 19 & 21), and the Human Factors and Ergonomics Society. He received his PhD degree (1984) in industrial and organizational psychology from Old Dominion University.

Michael A. Rosen is a PhD student in the applied experimental and human factors psychology program at the University of Central Florida and has been a graduate research assistant at the Institute for Simulation and Training since the fall of 2004. He is currently a MURI-SUMMIT graduate research fellow and focuses on developing theory, methods, and tools for understanding and measuring cognitive and social processes in team problem solving. His research interests include individual and team decision making and problem solving, human–computer interaction, team performance, and training in high stress high stakes domains such as health care and the military. He has co-authored over a dozen peer reviewed journal articles and book chapters related to these interests as well as numerous proceedings papers and presentations at national and international conferences.

Rebecca Lyons is a second-year doctoral student on the industrial and organizational psychology program at the University of Central Florida. She is also a graduate research assistant at the Institute for Simulation and Training where she is working as a MURI-SUMMIT graduate fellow. Currently, she is examining macro cognition in teams with a focus on theory development and measurement. Additional research interests include: individual and team training, decision making and problem solving, and team performance. She has co-authored several book chapters related to these areas.

Stephen M. Fiore holds a joint appointment with the University of Central Florida's Cognitive Sciences Program in the Department of Philosophy and UCF's Institute for Simulation and Training and Team Performance Laboratory. He earned his PhD (2000) in cognitive psychology from the University of Pittsburgh, Learning Research and Development Center. He maintains a multidisciplinary research interest that incorporates aspects of the cognitive, organizational, and computational sciences in the investigation of learning and performance in individuals and teams. He is Co-editor of a recent volume on Distributed Learning as well as a volume on Team Cognition and he has published in the area of learning, memory, and problem solving at the individual and the group level. He has helped to secure and manage over US$6 million in research funding from organizations such as the National Science Foundation, the European Science Foundation, the Office of Naval Research, and the Air Force Office of Scientific Research.

 
Stephen M. Fiore
Eduardo Salas










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I The Context and Content of Decision Making
II Decision Making During Crises and Hazardous Situations
III Decision-Making Processes
IV Consequences Produced by Decisions
V Toward More Effective Decision Making