Ergonomics Flashcards

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1
Q

What is Ergonomics ?

A
  • Designing equipment to fit the human body and its cognitive abilities
  • Ensuring the machinery is designed to fit in with the way people think.
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2
Q

What is the Multi store model of memory ?

A
  • Memory is made up of a series of stores in a linear fashion and information flows through the system.
  • Info detected by the senses and enters sensory memory.
  • If attended to it goes to short term memory, if not it is lost.
  • Info goes into long-term memory through rehearsal.
  • If this does not happen, it is forgotten through displacement or decay.
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3
Q

What is the Working Memory model ?

A
  • Is short-term memory

- Central executive consists of the phonological loop and the visuo-spatial sketch pad.

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4
Q

What is the Visuo-spatial sketch pad ?

A
  • Stores and processes information in spatial form

- Important in navigation.

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5
Q

What is the Phonological loop ?

A
  • Deals with spoken and written material.

- Perception of speech and production of speech

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6
Q

How can short term memory be limited by the task ?

A
  • Use of the sketchpad is interfered with by visual tasks, but not by verbal tasks.
  • The phonological loop is interfered with by verbal tasks but not by visual tasks.
  • If info is presented in different forms, you can hold more in your working memory, than if its in the same form
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7
Q

What is Cognitive Overload ?

A
  • There is a limit to the amount of stimuli that people can handle at any one time.
  • Limited capacity to process stimuli
  • Leads to Info overload, focus on the harder task
  • Give most attention to intense stimuli or ones that require an adaptive response
  • Capacity for attention can be temporarily depleted by prolonged demands on it that leave it overloaded.
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8
Q

How should work tasks be designed ?

A
  • Around the theory we have a limited working memory and a comparatively unlimited long term memory.
  • Working memory is crucial when performing a new or highly-complex task.
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9
Q

What is The Hawthorne Effect ?

A
  • People to try harder and perform better when they are participants in an experiment.
  • Individuals may change their behaviour due to the attention they are receiving from researchers
  • Rather than because of any manipulation of the independent variable.
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10
Q

What is Social facilitation ?

A
  • Performance is altered due to the presence of other people
  • An audience can have a positive or negative effect on performance.
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11
Q

What theories support social facilitation ?

A
  • Norman Triplett (1898) observed cyclists performed better when they were racing against others rather than against the clock. The presence of others doing the same activity enhanced performance.
  • Later research showed just an audience, rather than competitors increased performance. But only if people felt the audience was evaluating them.
  • Sometimes people perform worse on tasks when there are other people watching.
  • Triplett (1898) saw children given a task to operate a small piece of machinery, either in the presence of others, or alone.
  • Some performed better alone, others with people watching.
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12
Q

What was Zajonc Social facilitation theory ?

A
  • Zajonc (1965) proposed being in the presence of others causes arousal, leading to an increase in performance
  • Used cockroaches in a maze and found that in general performance on simple tasks was enhanced by an audience whilst performance on harder tasks was decreased by an audience.
  • They were 10s faster with an audience when they had to run in a straight line.
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13
Q

What was the Aim of Drews and Doig’s study ?

A
  • To develop an ICU display that presents vital signs trend information to support the detection and identification of acute physiological changes in patient state.
  • To test whether improved ICU monitoring display reduces the cognitive load on the staff
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14
Q

What was the method of Drews and Doig’s study ?

A
  • 4 scenarios
  • Had 5 mins to complete each scenario – early sepsis, septic shock, pulmonary embolism and stable state.
  • Told to verbally evaluate the patient’s physiological status, interpret the data and recommend appropriate interventions.
  • After the scenarios the nurses were asked to complete questionaries on the desirability of the new CVS display and the realism of the scenarios.
  • Most important data was the speed of the response and the accuracy of the interpretation.
  • If no assessment was given within 300s that was determined to be the response time.
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15
Q

What was the sample in Drews and Doig’s study ?

A
  • 42 registered nurses – all had critical care training and a minimum of one year’s ICU experience.
  • 21 in each condition – experimental group and control.
  • The experimental group used the new display
  • Control used a simplified version without the trend data- they had to press a key to access it.
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16
Q

What were the results of Drews and Doig’s study ?

A
  • The nurses were able to respond significantly faster to the new CVS display. There was a 30% improvement in response times.
  • CVS condition nurses correctly identified the patient’s condition more frequently than controls.
17
Q

What was concluded from Drews and Doig’s study ?

A
  • The CVS display produced faster response times – in two out of the three abnormal scenarios, nurses were 43% faster on average.
  • Accuracy also improved by a third or more.
  • Strongly suggests a display integrating current and trend information can improve assessment in some clinical conditions.
  • Nurses only infrequently accessed the extra information in the control condition – possibly due to extra effort and suggests display designs should incorporate more on the main screen.
  • better display design could reduce cognitive load for nurses and improve patient care.
18
Q

What strategies to reduce cognitive load ?

A
  • Reduce the amount of unnecessary repetition load put on the working memory.
  • Use visual and auditory techniques to increase short term memory capacity.
  • Remove unnecessary visual elements because these need to be processed and increase cognitive load.
  • Use chunking to reduce the number of things that have to be attended to at once.
  • Reduce choices needed to make a decision – because time to decide increases with the number of choices available.
  • Pairing staff up for simpler tasks – social facilitation
  • Have managers watching and evaluating staff
  • Colour coding shelves and areas in the warehouse where the things for that shelf are kept, reducing cognitive load.