| Decision maker perception of information quality cues from an information system (IS) and the process which creates such meta cueing, or data about cues, is a critical yet un-modeled component of situation awareness (SA). Examples of common information quality meta cueing for quality criteria include custom ring-tones for specific numbers (relevancy), automated color changes on a computer display as inputs age (timeliness), and automated interface pop ups for missing information (completeness). In this work, I propose an information flow model incorporating feed-forward control (FFC) as a means to provide such meta-cuing for decision makers. The empirical basis for this information flow model was evidence collected from a case study of an IS dependent Department of Defense (DoD) global command and control (C2) center.;Currently accepted SA data flow diagrams suggest cues about our environment reach decision makers along one of three paths; direct observation via the decision maker's five senses, indirect observations from another decision maker, or indirect observations of a system. One characteristic of indirect cueing is that contextual data, such as criteria for information quality (e.g., accuracy, relevance, timeliness, usability, brevity, completeness, security, etc.) normally associated with direct observation, are lost if not measured by a sensor or IS as data is created and then provided in conjunction with designed system output as meta cues.;Equally important for improved SA and decision making when using indirect observation is the use of meta cueing to indicate when required information quality criteria, such as accuracy, are not available and thus making the quality of the IS output unknown. Military lessons learned routinely document how user assumptions of information quality increase both the risk of SA error (e.g., misidentification of combatants) and decision maker distrust of systems which appear to provide poor quality information. Final end-states often include an unacceptable number and type of both mediocre and outright poor decisions, many of which lead to actions with unintentional and/or horrific outcomes.;This research describes the use of FFC produced information quality meta cues by decision makers restricted to a defined set of DoD information systems and applications providing indirect observations in support of their SA development and organizational C2. Despite no DoD wide requirements for FFC or information quality, I documented 19 unique and 49 instances overall of FFC induced information quality meta cueing. This evidence was collected through participation, interviews, surveys, and document reviews to assess the methodology, type, and frequency of FFC generated information quality meta cues. The case study provided evidence to support a novel model of decision maker perception of information using FFC meta cues as well as policies for implementation. |
