Objectives: The detection response task (DRT) is a method for measuring attentional effects of secondary tasks on a driver's cognitive load by measuring response times and hit rates to different types of stimuli as indirect indicators of increased cognitive load. ISO 17488 (International Organization for Standardization 2016) only provides guidelines for the technical implementation and measurement methods for the visual and tactile versions (use of visual and tactile stimuli) of the DRT method. This article presents a study with the goal of finding the most appropriate auditory stimulus for the implementation of an auditory version of the DRT method.
Methods: This article presents the results of an experiment in which responses to 7 different auditory DRT stimuli—varying in frequency—were compared while inducing users' cognitive load with a modified n-back task. The experiment was conducted in a surrogate driving environment and in a within-subject design. Response times, hit rates, and secondary task performances were observed as indicators of increased cognitive load.
Results: Significantly shorter response times were found for the white noise signal compared to single-frequency signals. However, the largest differences in response times, for trials without and with a cognitive task, were found for 4- and 8-kHz single-frequency signals. No significant differences were found for hit rates and secondary task performances between the different stimuli.
Conclusions: Consistent significant differences in response times for all tested stimuli prove that the auditory DRT variant is also sensitive to changes in cognitive load. The mean increase in response times of more than 25% for 4- and 8-kHz signals for trials with a cognitive task compared to trials without one indicates that one of these signals could be used as a potential auditory stimulus for the auditory DRT variant. 相似文献
Failure carries undeniable stigma and is difficult to confront for individuals, teams, and organizations. Disciplines such as commercial and military aviation, medicine, and business have long histories of grappling with it, beginning with the recognition that failure is inevitable in every human endeavor. Although conservation may arguably be more complex, conservation professionals can draw on the research and experience of these other disciplines to institutionalize activities and attitudes that foster learning from failure, whether they are minor setbacks or major disasters. Understanding the role of individual cognitive biases, team psychological safety, and organizational willingness to support critical self‐examination all contribute to creating a cultural shift in conservation to one that is open to the learning opportunity that failure provides. This new approach to managing failure is a necessary next step in the evolution of conservation effectiveness. 相似文献
This qualitative study explores the conceptual links between 2 different approaches to managerial cognition, sensemaking and cognitive bias, in the context of organizational change. A longitudinal case study utilizing both real‐time assessments and retrospective sensemaking data from interviews with 26 hospital employees at 3 points in time was undertaken. Patterns related to individuals' retrospective accounts and real‐time assessments were identified and used to construct 4 prototypical narratives. Data analysis revealed that organizational change was not a markedly negative experience for most informants, which is contrary to the prevailing theme in the literature. This and other findings are discussed in terms of sensemaking and cognitive bias. This study makes 2 contributions to our understanding of how individual's experience and make sense of organizational change over time as (a) little is known about how the process of change unfolds over time at the individual level and (b) extant research has not investigated the extent to which individuals' retrospective sensemaking about organizational change reflects or diverges from their real‐time assessments over the course of the change. More broadly, the study provides insights and focused advice for management researchers regarding the use of retrospective data to understand individuals' perceptions of situations that have already occurred. 相似文献