Week 9 - attention and workload Flashcards

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1
Q

define workload

A

Mental workload (referred to as just workload) is a general term used to describe the cost of accomplishing task requirements

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2
Q

what does workload depend on?

A

1- Workload varies as a function of the task demands
placed on the human operator
2- The operator’s capacity to meet those demands

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3
Q

what are three task demands

A

1- task difficulty
2- task priority
3- situation

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4
Q

define operator capacity

A
  • each operator has a supply of mental resources
  • mental resources are limited in supply eg memory, planning, decision making
  • Task performance generally improves as resources are directed to it
  • Resources that are unused are referred to as ‘spare
    capacity’
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5
Q

overload vs underload

A
  • Generally, the focus is on the detrimental effects of overload (e.g. excessive workload)
  • However underload (e.g. sustained low workload) is
    just as much of a problem
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6
Q

what does underload cause

A

(1) Increased fatigue
(2) Lower task engagement
(3) Lower vigilance
(4) Generally reduces operators capacity to deal
with the unexpected (spare capacity)

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7
Q

what are three reasons to why you measure workload

A
Workload prediction
• To maintain workload within acceptable limits
Equipment assessment
• Optimize the system to suit operator
Choose the right operators
• Employee selection or further training
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8
Q

explain workload prediciton

A
Safety
• Often relies on predicting workload ahead of time
• When will an operator struggle?
Change management:
• Know in advance what effect
changes will have
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9
Q

explain equitment assessment

A

Designers may want to know what workload will be at
the design, production, or usage stages
• Identify problem areas where performance may
decline
• Compare workload between multiple systems

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10
Q

explain choosing the right operators

A
  • Equipment design focuses on controlling task demands, but operator selection focuses on controlling operator capacity
    • Can train to improve some capacity, but only up to a
    point (and it may not be cost effective)
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11
Q

what are three major categories of workload measures?

A
  1. Performance
  2. Subjective
  3. Physiological
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12
Q

what are two ways performance can be divided into?

A
  • primary task measures

- secoundary task measures

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13
Q

what is primary task performance advantages

A

• Workload reflected directly by performance outcome
• Non-invasive and non-interfering
• Tracks changes in workload dynamically. (i.e., as
performance proceeds)
• Uncontaminated by memory issues

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14
Q

what is primary task performance disadvantages

A

• Mental workload is not the only thing that can
influence performance
• Doesn’t take effort into account
• Might not always have the technology or interface
available to monitor performance

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15
Q

what is a secondary task purpose and what does it measure?

A
  • To measure the spare capacity not being
    used by the primary task
    • Usually, an increase in primary task workload is
    associated with a decrease in secondary task perf.
    • Potential measures including: Rhythmic tapping task, Probe reaction tasks, Auditory monitoring
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16
Q

what is secoundary task performance advantages

A

• The same secondary task can be used with very
different primary tasks
• There are a collection of available (and validated)
secondary tasks
• Provide a measure of space capacity
• Useful when there is little primary task data available
(e.g. monitoring jobs, baggage scanner)

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17
Q

what is secoundary task performance disadvantages

A

• Only relevant when secondary task taps into the
same resources as the primary task
• It adds in another task to the work environment (could increase workload)
• Can interfere/interrupt primary task

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18
Q

what are subjecive measures

A
Where you ask someone to quantify their personal
experience of workload
• Dimensionality (single or multiple)
• Evaluation (absolute or relative)
• Immediacy (when queried?)
19
Q

what is an example of a subjective measure

A

NASA Task Load Index (NASA-TLX

20
Q

what are advantages of subjective measures

A

• Cheap and simple to administer
• No need to interfere with primary task
• Reasonably good reliability and validity
• NASA-TLX has a huge literature available for
comparison

21
Q

what are disadvantages of subjective measures

A
  • People aren’t always aware of workload
  • People find it difficult not to baseline their workload
  • Not sensitive to moment-to-moment changes
22
Q

what are physiological measures

A
• The assumption is that biological functions can
reflect mental work done.
• Popular measures include:
- Cardiovascular
- Ocular
- Brain activity
23
Q

explain cardiovascular physiological measures

A
  • Heart-rate variability shown to increase with workload
  • Particularly relevant to emotional stress
  • Potential issues:
  • Need to establish a baseline
  • Quite a range due to individual differences
  • Only sensitive when stress is involved
24
Q

explain ocular physiological measures

A

• Pupil diameter increases with workload
• Visual scanning patterns and pathways change with
workload
• Length of time spent fixating on items changes with
workload

25
Q

explain brain activity physiological measures

A

• It is intuitive that brain activity will reflect mental workload
• Brain activity sensitive to different kinds of cognitive
demands (e.g. memory, vigilance, flexibility, etc.)
• Measures: Electroencephalogram (EEG), Eventrelated potentials (ERP), and Cerebral blood flow

26
Q

advantages of physiological measures

A
  • Provide a relatively continuous measure over time
  • Objective
  • Many different techniques available
27
Q

disadvantages of physiological measures

A
  • High cost
  • Often obtrusive
  • Cannot be used to determine how the operator feels about the task (can be important)
28
Q

Explain attention in mutiple resource theory

A

• Can be directed voluntarily
• Attending to one thing often excludes others from
processing
• Can be divided, but not without cost

29
Q

Explain resources in multiple resource theory

A
  • A general term covering resources used to perform a task

* From the lecture on errors:

30
Q

why do errors occur in mutpile resource theory

A
  • Selective attention
  • Working memory capacity
  • Long term memory limited on storage and retrieval
  • Decision-making biases
31
Q

what is multiple resource theory

A
  1. There is a common, finite pool of resources that can be
    flexibly allocated to tasks
  2. Allocating more resources to a task speeds up the rate of
    processing of that task
  3. The quantity of resources made available can be increased or decreased
32
Q

what happens if two tasks are similar - multiple resource theory

A
  • If two (or more) tasks are similar they will draw on a
    common resource pool
    • This will affect performance negatively
  • If the two (or more) require different resources, then
    performing the tasks at the same time will have little
    negative consequence
33
Q

Stage 1- Stages of processing (MRT)

A

1- perception
2- cognition
3- response

34
Q

Stage 2- Codes of processing (MRT)

A
  • spatial

- verbal

35
Q

Stage 3- Modalities (only relevant for perception stage):

A
  • Auditory perception (e.g. listening to radio)

* Visual perception (e.g. looking for a sign)

36
Q

Visual channels (only relevant in visual modality)

A
  • Focal channel (focus of attention, e.g. car in front)

* Ambient channel (peripheral vision, e.g. cars on either side)

37
Q

what three resources do you need to drive safetly

A
  • cognitive
  • manual
  • visual
38
Q

what are the 4 stages resources can be shared across

A

1- stages
2- codes
3- modalities
4- channels

39
Q

define interruption

A

An interruption involves the primary task being suspended

while the secondary task is completed

40
Q

define distraction

A
A distraction (or multi-tasking) is performing both at the
same time (or more accurately, rapid task switching)
41
Q

what are the costs of an interruption

A

• Memory: We form PM intentions when interrupted, and these degrade over time
• Warning: Sometimes there is little/no time to form intention
• Duration: Length of interruption, frequency of
interruptions
• Content: Interruptions more disruptive if similar

42
Q

what is a prospective memory requirement (PM)

A
  • holding an intention is costly
  • the longer you have to hod it the poorer the retrieval
  • Primary task performance slower and less accurate (i.e. more errors) when primary task is resumed
43
Q

how to solve the problem

A
  1. Aiding the Interrupt task alert stage: Provide information about the urgency of the interruption
  2. Aiding the Disengagement stage: Reduce the to-be-remembered information load
  3. Aiding the Resumption stage: Upon resumption, use memory aids created