Non-clinical intuitions and adaptive heuristics in emergency care: A
scoping review
Dublin Core
Title
Non-clinical intuitions and adaptive heuristics in emergency care: A
scoping review
scoping review
Description
Background: Across a range of fields, including healthcare, heuristics are typically conceived as a source of bias and systematic error. However, research across the
psychological and management sciences shows that intuition and heuristics are also vital sources of adaptive decision strategies, especially in complex, uncertain
environments. The complexity of the emergency care environment marks this environment as one in which non-clinical intuitions and heuristics are likely to emerge
and function as adaptive decision strategies. The aim of this study was to map and contextualize what is known about leadership and non-clinical intuitions and
heuristics in emergency care.
Methods: Based on a systematic search of the Pubmed, Scopus, Web of Science, MEDLINE and CINAHL electronic databases, we conducted a scoping review to map
what is known about leadership and non-clinical intuitions and adaptive heuristics in emergency care.
Results: Of the 1219 articles retrieved, 9 met the inclusion criteria. Our review revealed four key findings. First, intuitions are used to make judgments about patients,
caring for patients, and coordinating with colleagues. Second, although non-clinical intuitions are documented, non-clinical heuristics are rarely studied. Third, the
literature is focused on nurses and silent on the use of non-clinical intuition and heuristics among medical doctors. Finally, professional cultures influence clinicians’
use of intuitive sense- and decision-making.
Conclusion: This review highlights the dearth of research into non-clinical intuitions and heuristics in emergency care. Understood in the context of insights from the
psychological and management sciences about intuitions and ‘smart’ heuristics as adaptive decision strategies, our findings point to new frontiers of research into
leadership in emergency care.
psychological and management sciences shows that intuition and heuristics are also vital sources of adaptive decision strategies, especially in complex, uncertain
environments. The complexity of the emergency care environment marks this environment as one in which non-clinical intuitions and heuristics are likely to emerge
and function as adaptive decision strategies. The aim of this study was to map and contextualize what is known about leadership and non-clinical intuitions and
heuristics in emergency care.
Methods: Based on a systematic search of the Pubmed, Scopus, Web of Science, MEDLINE and CINAHL electronic databases, we conducted a scoping review to map
what is known about leadership and non-clinical intuitions and adaptive heuristics in emergency care.
Results: Of the 1219 articles retrieved, 9 met the inclusion criteria. Our review revealed four key findings. First, intuitions are used to make judgments about patients,
caring for patients, and coordinating with colleagues. Second, although non-clinical intuitions are documented, non-clinical heuristics are rarely studied. Third, the
literature is focused on nurses and silent on the use of non-clinical intuition and heuristics among medical doctors. Finally, professional cultures influence clinicians’
use of intuitive sense- and decision-making.
Conclusion: This review highlights the dearth of research into non-clinical intuitions and heuristics in emergency care. Understood in the context of insights from the
psychological and management sciences about intuitions and ‘smart’ heuristics as adaptive decision strategies, our findings point to new frontiers of research into
leadership in emergency care.
Creator
Samuel Wilson a
, Andrew Rixon b,*
, Cornelia Brown a
, Andrew Rixon b,*
, Cornelia Brown a
Source
https://pdf.sciencedirectassets.com/276922/1-s2.0-S1755599X23X00068/1-s2.0-S1755599X23001106/main.pdf?X-Amz-Security-Token=IQoJb3JpZ2luX2VjEJv%2F%2F%2F%2F%2F%2F%2F%2F%2F%2FwEaCXVzLWVhc3QtMSJHMEUCIEr4T%2Bto%2Fkx5Eh8Jjt7N8m1FFcVFp5Q8niQIvvZaLue5AiEA5Rxz66HDnufXarVMmEV1I49KcZFERhoJY74U121FH7MquwUIg%2F%2F%2F%2F%2F%2F%2F%2F%2F%2F%2FARAFGgwwNTkwMDM1NDY4NjUiDLbIdfmv17CFBZ3Z7SqPBZi3iIJtUCEUKwHwyWxzSXUW8PErWQ3ToLHA9fe8CmugIxtZqBhiztqQOiZAMEt8qiIPtFib1zLAOvTkL0tiGEL4KM4n6fNxt4%2B32bt0R2DBoc2fw12tMfAbouM%2F%2F%2F79kI5EwSDWsPlBXtAXX6%2F2XGwov6BKh1Mq8XIyB0PnX56Fp0A0ToMK3N9uIIlC5mCJbzLmev%2BW3l6%2BBk7ww6U%2BkFFRKz5Z%2F37XqW59Tcdp1BavyyPg1580T9btlhBXYRe6z8r30PKEA1jU%2FvaxJjS89ftMCzoGwFy9qUW%2BDNpjKpqIvJeA7S4kn7PYxk187Ocj12rpyY5PMD439Ftba9mWqtfMBQO2lK%2FVB5siG5ThBa7RwIcJwr7cSicf1ceRRiEiD3b%2F6V2mOOfIH1uRvONx9wb0CYZXSdiwxBhajq1fAJovQ1IG2ItzLRrKcDSh%2BRJGMp2%2BIhqVKGnhSM1leN2JJJCrmKzLTGC8f%2FfTznX1HmZNanFF2CAy1KquxrFzos2BYBOB4IpYP2GspXE7OtLn8OQPZ9Lozj0vCNOSsFwTscS9jA%2FSoS1CHPTZ1xFrvkoO%2Bfbph%2F5EgLDzAGoQBjn82FpzigRodhXg22yIyhimFuW2yAv%2F2CsGXiYfxArzLLbIPK1xjlFe4fFfE3bmOnWIdJE5Oftlsnq676uTYZrP%2FaZeJVcEa5%2Fk5a6hmLf2LKuIDOArH9A98jkYnn71hAn9wiTguyvmF6DJdy1bev13S7rCI6PXlIX%2BrPEsZU6xBoB%2FwOD4xuD9BVw4S8hJ%2BpBcaWxYoP2OKpDs2WMItdXwHTlXqvKaqAzJd%2Bz4KU8Al0wBZC7fGOOK5AHYQy2pMFV438vNZNT9Z3b2s2HO2UDcvDQw7r3IwgY6sQHQSmSGWES2MfDVt5aiHsnIkhTMkDGhWMngshlhZsrYBHdLVk4lJISC3yMoAznPDRiQOEBD6n311tnsPgmCFSy1ExA%2BYdU6e1M2zktpcD29ALa4PKgkbrYlq2DGBprLWsAr6QAg%2BHmKjgXkw8BFT8fjJb%2FrvtCR32k3CGykAtGvEP0T4VLS%2BhiTjs0uFefOqerN3PvZ%2Fs11Q77YL8on%2Fn%2BOTpT%2Buv9BfzRliC8CQmspeuc%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20250618T022909Z&X-Amz-SignedHeaders=host&X-Amz-Expires=300&X-Amz-Credential=ASIAQ3PHCVTY2FCOKKDN%2F20250618%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=8a66ceca896e45106fbed2eca3404cf72895475ec33e2f817d9cc0b7b8ad917f&hash=49ba8c7a9a72ba844a7916d0e2c4aedc9d9d7ea3eab20227cf4c7ef7f03d1a21&host=68042c943591013ac2b2430a89b270f6af2c76d8dfd086a07176afe7c76c2c61&pii=S1755599X23001106&tid=spdf-7bf3fa6d-c924-455e-9039-633002dc665b&sid=14b8a1eb7498d34787591540b87a02ee8336gxrqb&type=client&tsoh=d3d3LnNjaWVuY2VkaXJlY3QuY29t&rh=d3d3LnNjaWVuY2VkaXJlY3QuY29t&ua=13025d5355575206550550&rr=95175b7e3a5a0557&cc=id
Publisher
a Swinburne Business School, Swinburne University of Technology, Melbourne, Victoria, Australia b Griffith Business School, Griffith University, Gold Coast, Queensland, Australia
Date
21 september 2023
Contributor
Fajar bagus W
Format
PDF
Language
English
Type
Text
Citation
Samuel Wilson a
, Andrew Rixon b,*
, Cornelia Brown a
, “Non-clinical intuitions and adaptive heuristics in emergency care: A
scoping review,” Repository Horizon University Indonesia, accessed July 16, 2025, https://repository.horizon.ac.id/items/show/9535.
scoping review,” Repository Horizon University Indonesia, accessed July 16, 2025, https://repository.horizon.ac.id/items/show/9535.