SPE Distinguished Lecturer
So often, decisions are assessed as 'good' or 'bad'. These assessments are typically made in retrospect, based on the outcome of the decision and made by people other than the actual decision maker. Most operational decisions are made in time-pressured, dynamic, chaotic, uncertain environments, therefore it is essential that decision makers appreciate the range and effects of variables that can influence their decision making. But what affects whether a decision is considered to be good or bad? This presentation describes the decision making process, the influences on that process, as well as the biases that affect decision making, supported by a case study. By gaining a greater understanding of the decision making processes of both individuals and teams, decision makers can avoid the traps that might befall them, and focus on the effectiveness of a decision at the time it was made. A key take-away from this presentation is the recognition of the importance of situation awareness as the first stage in the decision making process, as well as the impact of stress, in order to increase the confidence and competence of decision makers.
Bio:SPE Distinguished Lecturer
Margaret Crichton (MA(Hons), MSc, PhD, CPsychol, AFBPsS, MCIEHF) is a Chartered Psychogist and Visiting Professor at The Robert Gordon University, Aberdeen. Her primary interest is human factors, especially non-technical skills (NTS) such as decision making (especially under stress), situation awareness, and communication, and she undertakes projects to research NTS problems and recommend solutions. She works predominantly with organisations that have a high priority on safety and reliability, such as oil and gas (drilling and production), nuclear power production, power distribution, emergency services, and Governments. She regularly speaks at conferences and has published extensively in academic and practitioner journals, and books.