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This study examines how people handle the time constants in dynamic decision tasks, using a microworld called NEWFIRE which simulates forest fire fighting. The results showed that the participants did not adapt to the time constants, as shown by the fact that they did not discriminate between fires requiring different number of fire fighting units when varying the number of fire fighting units was a means of compensating for the time constants. If they were allowed to move units before the fire started their performance improved, suggesting that they could compensate for their problems with the time constants by restructuring the task in such a way that they did not need to consider them. It is suggested that such restructuring may well be how people handle dynamic tasks also in other circumstances, and that more effort should be put into studying what people actually do in dynamic tasks, rather than into only assessing whether or not they perform optimally.  相似文献   
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This study replicated ego-depletion predictions from the self-control literature in a computer simulation task that requires ongoing decision-making in relation to constantly changing environmental information: the Network Fire Chief (NFC). Ego-depletion led to decreased self-regulatory effort, but not performance, on the NFC task. These effects were also buffered by task enjoyment so that individuals who enjoyed the dynamic decision-making task did not experience ego-depletion effects. These findings confirm that past ego-depletion effects on decision-making are not limited to static or isolated decision-making tasks and can be extended to dynamic, naturalistic decision-making processes more common to naturalistic settings. Furthermore, the NFC simulation provides a methodological mechanism for independently measuring effort and performance when studying ego-depletion.  相似文献   
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