G
Gary Klein
Researcher at Klein Associates
Publications - 176
Citations - 22373
Gary Klein is an academic researcher from Klein Associates. The author has contributed to research in topics: Naturalistic decision-making & Decision engineering. The author has an hindex of 50, co-authored 173 publications receiving 20789 citations.
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Book
Sources of Power: How People Make Decisions
TL;DR: In this paper, the Vincennes shootdown mental simulation and decision-making was used to study the strengths used in making difficult decisions in a firehouse environment, including the power to spot leverage points nonlinear aspects of problem solving, the power of stories, metaphors and analogues, read minds, and rational analysis.
Journal ArticleDOI
Naturalistic Decision Making
TL;DR: The origins and contributions of the naturalistic decision making research approach, which has been used to improve performance through revisions of military doctrine, training that is focused on decision requirements, and the development of information technologies to support decision making and related cognitive functions.
Journal ArticleDOI
Conditions for intuitive expertise: A failure to disagree.
Daniel Kahneman,Gary Klein +1 more
TL;DR: Evaluating the likely quality of an intuitive judgment requires an assessment of the predictability of the environment in which the judgment is made and of the individual's opportunity to learn the regularities of that environment.
Book
Decision Making in Action: Models and Methods
TL;DR: In this article, the authors present and elaborate on past models developed to explain this type of decision making and present a new perspective of naturalistic decision making, which they argue is unproductive since it is so heavily grounded in economics and mathematics.
A recognition-primed decision (RPD) model of rapid decision making.
TL;DR: In this paper, the authors present a recognitional model of decision making that shows how people can use experience to avoid some of the limitations of analytical strategies, and contrast the strengths and weaknesses of recognitional and analytical decision strategies.