Critical Decision Method for Eliciting Knowledge¶
Klein, G. A., Calderwood, R., & MacGregor, D. (1989). Critical Decision Method for Eliciting Knowledge. IEEE, 19(3), 462-472.
Cited by¶
2 citations across 2 artifacts.
Each citation links to the sentence it supports in the citing article.
Mechanisms¶
- Cognitive Task Analysis
- Its strength is producing a structured, reproducible account of complex judgment — the closest this archetype comes to a model a curriculum, a checklist, or a decision aid can be built on directly, with the expert-versus-novice differences made explicit.
This sourcePresents the Critical Decision Method as a structured way to elicit expert judgment requirements and make expertise differences explicit for training and decision support.
- Its strength is producing a structured, reproducible account of complex judgment — the closest this archetype comes to a model a curriculum, a checklist, or a decision aid can be built on directly, with the expert-versus-novice differences made explicit.
- Reflective Interview
- Anchoring to concrete cases is what makes it work; the Critical Decision Method formalizes exactly this — walking an expert back through a specific hard case to pull their decision assumptions into view.
This sourceFormalizes a concrete-case interview that walks experts through difficult decisions to elicit tacit cues and assumptions.
- Anchoring to concrete cases is what makes it work; the Critical Decision Method formalizes exactly this — walking an expert back through a specific hard case to pull their decision assumptions into view.
Verification¶
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