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Related Experiment Videos

Vigilant and hypervigilant decision making

J H Johnston1, J E Driskell, E Salas

  • 1Naval Air Warfare Center Training Systems Division, Orlando, Florida 32826, USA. joan_johnston@ntsc.navy.mil

The Journal of Applied Psychology
|August 1, 1997
PubMed
Summary
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Decision making under stress can be adaptive. A hypervigilant decision-making strategy, often seen as inefficient, actually improved performance on a naturalistic task compared to a vigilant strategy.

Area of Science:

  • Cognitive Psychology
  • Decision Science
  • Human Factors

Background:

  • Deficient decision making under stress is often attributed to hypervigilance.
  • Hypervigilance has been characterized as disorganized and inefficient.
  • However, this view may not apply to naturalistic tasks where elaborate analytic procedures are not feasible.

Purpose of the Study:

  • To examine the effectiveness of vigilant versus hypervigilant decision-making strategies.
  • To assess strategy performance in a naturalistic task setting.

Main Methods:

  • Participants were assigned to either a vigilant or hypervigilant decision-making strategy.
  • Performance was evaluated on a naturalistic task.

Main Results:

Related Experiment Videos

  • Participants employing a hypervigilant decision-making strategy demonstrated superior performance.
  • Hypervigilant strategy outperformed the vigilant strategy in the naturalistic task.

Conclusions:

  • Hypervigilant decision making can be adaptive in naturalistic environments.
  • The findings challenge the notion that hypervigilance is solely detrimental to decision making.
  • Implications for understanding stress and decision making in real-world contexts.