Application of ThinkLets to team cognitive task analysis

Harder, Robert J.; Higley, H.

doi:10.1109/hicss.2004.1265075

Cited by 7 publications

(2 citation statements)

References 1 publication

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“…Based on the notion of patterns, thinkLets have evolved as a pattern language for collaboration processes. Applications of the Collaboration Engineering approach have been documented for collaborative activities such as risk management and software code inspection (Bragge, Merisalo-Rantanen, & Hallikainen, 2005;de Vreede, Fruhling, & Chakrapani, 2005;Harder & Higley, 2004).…”

Section: Process Management Schemes: Collaboration Engineering Tradimentioning

confidence: 99%

Dynamic collaboration

et al. 2011

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Groups and decision makers are increasingly running headlong into complexity as interconnections and interdependenciesbetween individuals and organizations continue to grow, decision time horizons shrink and more work is being performed by distributed teams. These factors are driving up overall problem space complexity and limiting the effectiveness of time-tested decision and collaboration processes. Increases in problem space complexity lead to higher equivocality in collaborative processes and associated products. Electronic collaboration support tools and associated process management schemes have proven successful in many challenging contexts. However, current collaboration process management schemes and tools may not be able to effectively handle more complex tasks. We posit that heightened problem space complexity must be addressed with commensurate process and technological support for collaborative efforts. To achieve truly agile collaborative solutions, we propose Dynamic Collaboration -a process management scheme that utilizes group consensus, and process evolution via iterative process alignment and product refinement phases to meet the challenges posed by complexity and equivocality.

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Section: Process Management Schemes: Collaboration Engineering Tradimentioning

confidence: 99%

Dynamic collaboration

et al. 2011

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“…New CTA methods have also emerged that are specifically intended to analyze the knowledge and strategies that underlie multiperson performance. These include methods to analyze team knowledge (Cooke, 2005), to measure shared situation awareness (MacMillan, Paley, Entin, & Entin, 2005), to elicit and represent communication and coordination patterns (Harder & Higley, 2004;Jentsch & Bowers, 2005), and to understand the distributed decision-making strategies and information requirements (Klinger & Hahn, 2003, 2005.…”

Section: Macrocognition and Macroergonomic Applications Of Ctamentioning

confidence: 99%

Analysis of Cognitive Work

Bisantz¹,

Roth²

2007

Reviews of Human Factors and Ergonomics

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shooting down of Iran Air Flight 655 by the USS Vincennes) provided evidence regarding the need for specific attention to the cognitive activities associated with complex system control, as well as the impetus for research and methodological developments in these areas. Since that time, numerous researchers and practitioners have put forth methodologies intended to explicitly identify the requirements of cognitive work so as to be able to anticipate contributors to performance problems (e.g., sources of high workload, contributors to error) and specify ways to improve individual and team performance, be it through new forms of training, user interfaces, or decision aids. These methodologies stem from, and extend, a century of research and applied methodologies that have focused on the improvement of human work through systematic analysis. This tradition can be traced back to early studies in areas of scientific management that put forward the notion that work could be decomposed into fundamental, repeatable components (Taylor, 1911). Additional advances in work measurement identified fundamental motions in work (e.g., grasp, reach), as well as unnecessary or inefficient motions, and developed innovative methodologies for work analysis (e.g., using motion pictures; Gilbreth & Gilbreth, 1919). The focus of these early methods on observable, physical work elements was well suited to the extensively manual work of the day. Refinements and applications of time-andmotion study, such as the development of predetermined time systems (Sellie, 1992), continued through much of the 20th century, providing a framework for task analysis methods that allowed the physical, perceptual, and cognitive demands of task components to be compared against human capabilities. Methods for examining cognitive work emerged as an adaptation and extension of these techniques in response to fundamental shifts in work that were driven by advances in automation and computerization, from primarily manual, observable activities (or routinized interactions with technology) to complex (and more hidden) cognitive activities, such as monitoring, planning, problem solving, and deciding (Schraagen, Chipman, & Shalin, 2000). 4 Reviews of Human Factors and Ergonomics, Volume 3 Figure 1.1. A cognitive analysis requires consideration of two perspectives: examination of domain characteristics and constraints that impose cognitive demands on domain practitioners, which include components of the task, technical system, social and organizational structure, and physical environment; and examination of the goals, knowledge, skills, and strategies that domain practitioners utilize in response. Key d ocum ents Key d ocum ents that are high p rofit High profit d ocuments

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Facilitation of e-Meetings: State-of-the-Art Review

Macaulay

Alabdulkarim

2005 IEEE International Conference on E-Technology, E-Commerce and E-Service

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Application of ThinkLets to team cognitive task analysis

Cited by 7 publications

References 1 publication

Dynamic collaboration

Dynamic collaboration

Analysis of Cognitive Work

Facilitation of e-Meetings: State-of-the-Art Review

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