Making Decisions Under Stress: Implications for Individual and Team Training

Pages: 447
Item #: 4318761
ISBN: 978-1-55798-767-9
List Price: $29.95
Member/Affiliate Price: $24.95
Copyright: 1998
Format: Softcover
Note: This book is out of print and no longer available for purchase.

Making Decisions Under Stress: Implications for Individual and Team Training represents the culmination of a 7-year research project called TADMUS (Tactical Decision Making Under Stress). The goal of the program, sponsored by the Office of Naval Research, was to develop training, simulation, decision support, and display principles that would help to mitigate the impact of stress on decision making.

The volume outlines the overall background, research approach, and paradigm employed by TADMUS, with specific focus on research regarding how to train decision making at the individual and team levels—especially how to provide training that will prepare individuals to operate in complex team environments. The chapters explore complex, realistic tasks with experienced Navy participants.

Throughout the book, the authors explore the research implications and the lessons learned that may guide those interested in applying results of the research in operational environments. Although TADMUS focused on a military decision-making environment, it's program of research has applicability across a variety of task environments that pose similar demands on human operators.

This softcover edition is a re-release of the 1998 hardcover edition.

Table of Contents


—Captain Edward B. Hontz, U. S. Navy (retired)



I: TADMUS History, Background and Paradigm

  1. Tactical Decision Making Under Stress: History and Overview
    —Stanley C. Collyer and Gerald S. Malecki
  2. Individual and Team Decision Making Under Stress: Theoretical Underpinnings
    —Janis A. Cannon-Bowers and Eduardo Salas
  3. Decision Making Under Stress: Creating a Research Methodology
    —Joan H. Johnston, John Poirier, and Kimberly A. Smith-Jentsch
  4. Measuring Team-Related Expertise in Complex Environments
    —Kimberly A. Smith-Jentsch, Joan H. Johnston, and Stephanie C. Payne

II: Individual Level Training Strategies and Research

  1. Feedback Augmentation and Part-Task Practice in Training Dynamic Decision-Making Skills
    —Alex Kirlik, Arthur D. Fisk, Neff Walker, and Ling Rothrock
  2. Training and Developing Adaptive Teams: Theory, Principles, and Research
    —Steve W. J. Kozlowski
  3. Critical Thinking Skills in Tactical Decision Making: A Model and a Training Strategy
    —Marvin S. Cohen, Jared T. Freeman, and Bryan Thompson
  4. Stress Exposure Training
    —James E. Driskell and Joan H. Johnston

III: Team-Level Training Strategies and Research

  1. Team Coordination Training
    —Daniel Serfaty, Elliot E. Entin, and Joan H. Johnston
  2. Training Team Leaders to Facilitate Team Learning and Performance
    —Scott I. Tannenbaum, Kimberly A. Smith-Jentsch, and Scott J. Behson
  3. Team Dimensional Training: A Strategy for Guided Team Self-Correction
    —Kimberly A. Smith-Jentsch, Rhonda L. Zeisig, Bruce Acton, and James A. McPherson
  4. Cross-Training and Team Performance
    —Elizabeth Blickensderfer, Janis A. Cannon-Bowers, and Eduardo Salas

IV: Future Applications and Advanced Technology Implications From TADMUS

  1. Cognitive Task Analysis and Modeling of Decision Making in Complex Environments
    —Wayne W. Zachary, Joan M. Ryder, and James H. Hicinbothom
  2. Improving Decision-Making Skills Through On-the-Job Training: A Roadmap for Training Shipboard Trainers
    —J. Thomas Roth
  3. Advanced Technology in Scenario-Based Training
    —Janis A. Cannon-Bowers, John J. Burns, Eduardo Salas, and John S. Pruitt
  4. Implications of Decision-Making Research for Decision Support and Displays
    —Jeffrey G. Morrison, Richard T. Kelly, Ronald A. Morre, and Susan G. Hutchins

V: Reflections on the TADMUS Experience

  1. Lessons Learned From Conducting the TADMUS Program: Balancing Science, Practice, and More
    —Eduardo Salas, Janis A. Cannon-Bowers, and Joan H. Johnston
  2. When Applied Research Works: Lessons From the TADMUS Project
    —William C. Howell

Appendix A: TADMUS Technical Advisory Board Members

Appendix B: TADMUS Selected Bibliography


About the Editors

Reviews & Awards

This is a large and shipshape book, one that is well integrated for an edited volume, accurately indexed, and of exemplary design with many helpful figures.
—Personnel Psychology, Vol 52, No 4, Winter 1999