Abstract
In a world beset with crises, everyone from professional manager down to the layman is keen to understand how to make quick decisions under emerging disruptive situations. This article, employing self-reflective analysis of critical incidents, describes the author’s personal experiences from the field of adventure sports categorised as high-risk, critical decisions, involving split-second choices—while sky-diving and flying—to trace the mental cognitive processes from a decision maker’s perspective. This is used to discuss and establish a practitioners’ operational framework for high-risk, critical decision scenarios, drawing upon established theories and frameworks from cognitive, social and psychological decision research.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
