Table of Contents

  1. Title page
  2. Copyright page
  3. Dedication
  4. Examples
  5. Figures
  6. Tables
  7. Acknowledgments
  8. Introduction
  9. 1 Chronicling the Strengths Used in Making Difficult Decisions
  10. 2 Learning from the Firefighters
  11. 3 The Recognition-Primed Decision Model
  12. 4 The Power of Intuition
  13. 5 The Power of Mental Simulation
  14. 6 The Vincennes Shootdown
  15. 7 Mental Simulation and Decision Making
  16. 8 The Power to Spot Leverage Points
  17. 9 Nonlinear Aspects of Problem Solving
  18. 10 The Power to See the Invisible
  19. 11 The Power of Stories
  20. 12 The Power of Metaphors and Analogues
  21. 13 The Power to Read Minds
  22. 14 The Power of the Team Mind
  23. 15 The Power of Rational Analysis and the Problem of Hyperrationality
  24. 16 Why Good People Make Poor Decisions
  25. 17 Conclusions
  26. References
  27. Index

List of Tables

  1. Table 3.1 Categories of the Decisions Studied
  2. Table 6.1 The Vincennes Shootdown: Story Discrepancies
  3. Table 7.1 Boundary Conditions for Different Decision Strategies
  4. Table 7.2 Frequency of RPD Strategies across Domains
  5. Table 10.1 Aspects of Knowledge Engineering
  6. Table 13.1 Functions of Communicating Intent

List of Illustrations

  1. Figure 3.1 Recognition-primed decision model
  2. Figure 3.2 Integrated version of recognition-primed decision model
  3. Figure 5.1 Truck levitation
  4. Figure 5.2 Transition sequence
  5. Figure 5.3 Generic model of mental simulation
  6. Figure 5.4 Using mental simulation to generate an explanation
  7. Figure 5.5 Using mental simulation to project into the future
  8. Figure 5.6 Track lines of Trademaster and Pisces
  9. Figure 6.1 The harassing F-4s: How the situation was perceived as it evolved
  10. Figure 6.2 Map detail of the Vincennes incident
  11. Figure 7.1 Integrated version of recognition-primed decision model
  12. Figure 9.1 Nonlinear account of problem solving
  13. Figure 10.1 Average move quality of masters and class B players, regulation and blitz rules
  14. Figure 10.2 Poor moves for masters and class B players, regulation and blitz rules
  15. Figure 10.3 Quality ratings of first moves and all legal moves
  16. Figure 10.4 Objective evaluation of the first chess move generated
  17. Figure 11.1 Finding the hidden restriction in the misleading manuals
  18. Figure 14.1 Advanced team decision-making model
  19. Figure 16.1 How uncertainty leads to doubt
  20. Figure 17.1 Sources of power

Guide

  1. Cover
  2. Table of Contents