Achieving what cannot be done: Coping with the time constants in a dynamic decision task by doing something else

Abstract

This study examines how people handle the time constants in dynamic decision tasks, using a microworld called NEWFIRE which simulates forest fire fighting. The results showed that the participants did not adapt to the time constants, as shown by the fact that they did not discriminate between fires requiring different number of fire fighting units when varying the number of fire fighting units was a means of compensating for the time constants. If they were allowed to move units before the fire started their performance improved, suggesting that they could compensate for their problems with the time constants by restructuring the task in such a way that they did not need to consider them. It is suggested that such restructuring may well be how people handle dynamic tasks also in other circumstances, and that more effort should be put into studying what people actually do in dynamic tasks, rather than into only assessing whether or not they perform optimally.