Explaining Crisis Situations via a Cognitive Model of Attention

Abstract

Decision making in critical situations is a complex process. There are many processes to consider. This paper describes a theoretical approach to researching attentional processes and automatic unconscious processes in terms of metacognition. An application of the approach is presented to explain decision making and metacognition as a solution for ineffective cognitive biases during a crisis situation. Evidence is presented from studies on neuropsychology, cognitive control, and cognitive architectures. An application of the recently formulated semiotic methodology is implemented that allows the design of conceptual models of Attention as Action. The formulation of a general model of attentional processes is based on a set of rules. The crisis phenomenon, as the crisis situation trigger, is semiotically described and applied as insight for a crisis information system design that prompts its users toward self-aware internal decision making. The research conducted evidently shows how the approach can explain the design of several cognitive architectures. Pointing toward metacognition as a solution to a crisis phenomenon and cognitive biases, the paper shows that understanding human cognitive and behavioral processes can significantly improve management in a critical infrastructure crisis situation.

Keywords

• critical infrastructure
• crisis situation
• metacognition
• decision making
• cognitive bias
• cognitive architectures