A Psychological Fidelity Approach to Simulation-Based Training: Theory, Research, and Principles

Transfer in terms of skill maintenance and generalization is one of the key challenges in effective training design. Training design for critical military tasks often entails the use of simulations that are high on physical fidelity to minimize skill decrements that impede training transfer. Although this is an effective approach to resolving the transfer problem, it can be costly and inefficient. Moreover, a new wave of advanced training technologies based on a distributed network architecture is emerging. These emerging training technologies will rely on low fidelity synthetic tasks to address the transfer problem. This chapter presents a theoretically based strategy for training research and design that focuses on psychological fidelity-an explicit effort to model underlying psychological constructs and processes responsible for effective performance. Theoretically driven psychological fidelity is essential for enhancing the training to transfer linkage. We argue that a focus on psychological fidelity can leverage the training potential of cost-efficient low fidelity simulations used in distributed training systems, and can enhance the effectiveness of high fidelity simulations as well. The chapter presents the principles of this approach, illustrates their research application, and describes the advantages of explicitly considering psychological fidelity in training research and design. Many critical activities, such as air traffic control, industrial process control, and military command and control, are accomplished by individuals and teams interacting through complex, technology mediated systems. These task environments, which can be characterized as dynamic decision making (DDM) situations, place high demands on the skills and capabilities of operators. DDM tasks are dynamic, ambiguous, and emergent, necessitating rapid assessment of the situation as it unfolds, diagnosis and prioritization of possible actions, and implementation of appropriate task strategies. DDM tasks place heavy demands on decision makers, necessitating high levels of expertise to enable the strategic action and adaptive performance required for team effectiveness. How can training be used to develop the knowledge and skills essential to strategic and adaptive performance? From a training design perspective, there are two critical and related issues that need to be addressed: skill acquisition and transfer (Goldstein, 1993). Skill acquisition concerns learning the knowledge and skills necessary for effective performance. Transfer concerns the transportability of trained knowledge and skills from the training context to the performance environment, and focuses on issues of retention, maintenance, and generalization (Baldwin & Ford, 1988). Although both issues are important, transfer is the more challenging issue (Barnett & Ceci, 2002). Moreover, transfer is …