Lessons from the river: Utilizing whitewater critical incident and accident case studies to inform decision-making frameworks in outdoor leadership

Abstract

A primary competency for aspiring and practicing outdoor leaders alike is the ability to make sound decisions. Risk management efforts are directly linked to active decision-making on the part of the leader. In some instances, decision-making and risk management come in the form of accident and incident response. Despite being so central to the practice of outdoor leadership, the decision-making literature in outdoor adventure education is surprisingly sparse. Students and practitioners expect that scholarly literature and formalized training programs will inform their professional practice. A review of the outdoor adventure education literature and notable training programs reveal a privileging of more linear and deterministic decision-making models and curriculums. There is little research that examines how outdoor leaders make decisions in practice. The research study that forms the basis for this article sought to understand the decision-making process of individuals involved in whitewater critical incidents and accidents (Dussler, 2014). Participants drew on a variety of internal and external sources of information that are not wholly represented in more linear and deterministic conceptions of decision-making including: intuiting and instincts, training and education, and mentorship. Participants also indicated that while training and education were beneficial in making critical decisions, there were instances where prior training and education failed to inform their current reality.