A couple of recent posts on "Thinking Traps" (Part 1, Part 2) are typical examples of discussions of how cognitive limitations can result in poor decision making.
While an awareness of this sort of thing is good, these discussions almost always focus on (a) specific biases, or (b) processes/heuristics that help compensate for or avoid these biases.
Those of us who design IT-intensive capabilities for expert use need something more substantive: models of how experts make decisions in the real world. Which is why I'm a big fan of Gary Klein's writing (e.g., Data-Frame, Sources of Power).
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