Accordingly, the process is a complex “fuzzy” activity-and the complexity and fuzziness of the decision-making process is accentuated when it involves multiple actors. Logic and “gut feelings” thus co-exist in the processing of information for decision-making. In making decisions, humans apply the rules of logic and use their expertise, experiences, and associated emotions (Rutkowski 2016). At the same time, decision performance is dynamic and time dependent (Brehmer 1992). The study of micro-processes involves “understanding how interaction is coordinated in ways that help to create shared understanding with a particular focus on shared symbolic systems among the participants in situ” (Burger et al. Each of these activities represents a succession of goal-driven cognitive and social micro-processes. Overall, making them entails information processing, information structuring, problem-solving, and interpersonal communication. Particularly focusing on incident response teams operating with smartphone technologies in the street.ĭecisions tend to be assessed based on one’s prediction of a multiplicity of outcomes, forming a causal chain of behavioral reactions. The aim of this study is to explore material and human agency imbrication in decision-making in the context of the Dutch national police. For example, under uncertainty, individuals rely on a limited number of heuristics, which may yield either reasonable judgments or systematic errors (Tversky and Kahneman 1973 Klein 1999). Decisions are a product of our individual cognitive activities and are influenced by various psychological biases. Two important facets of decision-making are that it involves problem-solving and is task-related (Simon and Newell 1973). The approach used proved useful for determining the affordance of technology in relation to task interdependence on micro-processes and decision-making. This article presents the findings in the form of four vignettes. Teams of police officers were shadowed during their daily work for a period of 80 hours. Particularly, we address the impact on the individual, collective, and shared affordances of mobile technology (i.e., smartphone) in terms of the daily work routine of officers on the streets. This article presents the results from a three-step explorative field study that investigated the effects of the imbrication between human (e.g., users) and material (e.g., technology) agencies on the decision-making processes used by a police force. However, off-the-shelf technologies are often used in organizations without due consideration of their impact on task interdependence and affordance. Meanwhile, the degree of elasticity required of High Reliability Teams during critical processes is key to stabilizing team performance and can be enhanced through the use of technology. Studies of decision-making in High Reliability Organizations as supported by Information Technology have mostly pertained to the “cold” context, that is, the planning and briefing tasks that precede intervention.
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