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| Examples | |
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| Figures | |
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| Tables | |
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| Acknowledgments | |
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| Chronicling the Strengths Used in Making Difficult Decisions | |
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| Features of Naturalistic Decision-Making Settings | |
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| Learning from the Firefighters | |
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| Recovering from a Research Plan | |
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| Figuring Out How to Do the Project | |
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| The Recognition-Primed Decision Model | |
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| Listening to the Data | |
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| Comparing the Categories | |
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| Defining the Recognition-Primed Decision Model | |
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| The Theoretical Importance of the RPD Model | |
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| Applications | |
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| Key Points | |
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| The Power of Intuition | |
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| The Infected Babies | |
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| Some of the Costs of Field Research | |
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| Applications | |
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| The Power of Mental Simulation | |
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| The Polish Economy | |
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| Models of Mental Simulation | |
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| Explaining a Situation | |
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| Projecting into the Future | |
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| How Mental Simulations Can Fail | |
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| Applications | |
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| Key Points | |
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| The Vincennes Shootdown | |
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| Chronology of the Vincennes Shootdown | |
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| Prior Events | |
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| Mental Simulation and Decision Making | |
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| Mental Simulation and the RPD Model | |
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| Situation Awareness | |
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| Expectancies | |
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| Courses of Action | |
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| Testing the RPD Model in Different Domains | |
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| Applications | |
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| The Power to Spot Leverage Points | |
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| Nonlinear Aspects of Problem Solving | |
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| Traditional Models of Problem Solving | |
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| Stage Models | |
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| Artificial Intelligence Approach | |
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| The Apollo 13 Mission: A Case Study of Problem Solving | |
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| Problem Solving and Decision Making | |
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| Applications | |
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| Key Points | |
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| The Power to See the Invisible | |
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| Patterns | |
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| Anomalies | |
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| The Big Picture: Situation Awareness | |
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| The Way Things Work | |
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| Opportunities and Improvisations | |
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| The Past and the Future | |
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| Fine Discriminations | |
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| Managing Our Own Limitations | |
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| Expertise and Decision Making | |
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| Applications | |
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| Key Points | |
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| The Power of Stories | |
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| Features of Good Stories | |
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| Using Stories to Make Sense of Events | |
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| Applications | |
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| Key Points | |
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| The Power of Metaphors and Analogues | |
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| The Logic of Metaphorical Reasoning | |
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| The Logic of Analogical Reasoning | |
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| Generating Expectancies | |
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| Solving Problems | |
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| Applications | |
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| Key Points | |
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| The Power to Read Minds | |
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| Intent | |
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| Considerations in Communicating Intent | |
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| Applications | |
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| Key Points | |
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| The Power of the Team Mind | |
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| The Concept of Team Mind | |
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| The Functions of a Team Mind | |
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| How a Team Mind Develops | |
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| The Development of Team Decision Making | |
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| Team Competencies | |
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| Team Identity | |
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| Team Cognition | |
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| Team Metacognition | |
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| The Chaotic Nature of the Team Mind | |
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| Unpredictable Ideas | |
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| Unpredictable Flow of Attention | |
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| The Delusion of Controlling Their Own Thoughts | |
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| Interruptions | |
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| The Delusion of Controlling Their Actions | |
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| Ideas That Control the Team | |
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| The Team Mind as a Metaphor for Thinking | |
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| Applications | |
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| Key Points | |
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| The Power of Rational Analysis and the Problem of Hyperrationality | |
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| The Role of Rational Analysis | |
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| The Nature of Rational Thinking | |
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| The Limits of Rational Thinking | |
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| Lack of Basic Elements | |
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| Ambiguous Rules | |
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| Difficulty of Setting Up the Calculations | |
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| Combinatorial Explosions | |
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| The Hobgoblin | |
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| Key Points | |
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| Why Good People Make Poor Decisions | |
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| Are Poor Decisions Caused by Biased Thinking? | |
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| What Accounts for Errors in Natural Decision Settings? | |
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| The Effect of Stress on Decision Making | |
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| The Problem of Uncertainty | |
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| Expertise versus Superstition | |
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| Applications | |
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| Key Points | |
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| Conclusions | |
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| Compiling the Assertions | |
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| Connecting the Sources of Power | |
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| Is This Science? | |
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| Final Thoughts and Final Perceptions | |
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| Notes | |
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| References | |
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| Index | |