The premise of this book is that most activity in everyday life and
work is based on tasks that are novel, infrequent in our
experience, or variable with respect to the action to be taken.
Such tasks require decisions to be made and actions taken in the
face of ambiguous or incomplete information. Time pressure is
frequently great and penalties for failure are severe. Examples
include investing in markets, controlling industrial accidents, and
detecting fraud. The environments in which such tasks occur defy a
definition of optimal performance, yet the benefits of successful
decision making are considerable. The authors refer to domains
without criteria for optimal performance as competency-based and
describe the able behaviour of individuals who work in them by the
term competence. The chapters examine the propositions that
metacognitive processes give structure to otherwise ill-structured
tasks and are fundamental enablers of decision-making performance.
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