Imagining grim stories to reduce redundant deliberation in critical incident decision-making
Imagining grim stories to reduce redundant deliberation in critical incident decision-making
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DOI：
10.1080/09540962.2021.1969085
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发表时间：
2021-09
影响因子：
2.5
通讯作者：
Laurence Alison;N. Shortland;M. Palasinski;M. Humann
中科院分区：
文献类型：
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作者：
Laurence Alison;N. Shortland;M. Palasinski;M. Humann
IMPACT领导者花费数年时间发展自己的能力，并获得专业领域的专业知识，以便成为有能力和熟练的决策者。这些能力在关键事件中得到测试，特别是在没有官方指导或缺乏经验的情况下（因为此类事件很少发生）。这一级别的培训需要促进创造力、解决问题、反馈、自我反思和事后知识，建立一个不确定性管理技能库，以便在面临超出协议（或现有专业知识）范围的前所未有的情况时可以依靠。
IMPACT Leaders spend years developing their abilities and acquiring expertise in their specialist fields, in order to become competent and skilled decision-makers. These capabilities are tested during critical incidents—especially in situations where there is no official guidance or where experience is lacking (because of the rarity of such events). Training at this level needs to facilitate creativity, problem-solving, feedback, self-reflection, and hindsight knowledge, building a pool of uncertainty management skills to fall back on when faced with unprecedented situations beyond the scope of protocol (or current expertise).