Dominant Learning Processes in Emergency Response Organizations: A Case Study of a Joint Rescue Coordination Centre

Research on decision‐making and expert performance in operational settings generally considers extensive personal experience and deliberate practice to be decisive for development of expertise. Learning and development of decision‐making abilities therefore tend to be explained in terms of human cognition. This study examines the dominant learning processes in a Joint Rescue Coordination Centre, revealing that personal experience, individual problem‐solving, knowledge accumulation, and collective reflection are the key processes in the individual development of decision‐making abilities. These findings show that both individual and contextual (including organisational) aspects need to be considered if we are to fully understand the development of decision‐making abilities and consequently be better able to explain and analyse decision‐making and expert performance in natural settings.

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