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Chapter 10: Multitasking

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Presentation on theme: "Chapter 10: Multitasking"— Presentation transcript:

1 Chapter 10: Multitasking

2 OVERVIEW

3

4 EFFORT AND RESOURCE DEMAND

5 Performance-resource function
Resource limited, data limit

6 Allocation policy Sustained atttention

7 multiplicity

8 Stages The stage dichotomy of the multiple resource model

9 Processing Codes Analog/spatial processing and categorical/symbolic (linguistic and verbal) processing

10 Perceptual Modalities
Visual and auditory modalities

11 Visual Channels Focal and ambient vision

12 A Computational Model Analog/spatial processing and categorical/symbolic (linguistic and verbal) processing

13

14 EXECUTIVE CONTROL, SWITCHING, AND RESOURCE MANAGEMENT

15 Executive control system
Interruption management Task management

16 Task Switching Switch cost Stimulus complexity
Amplified cost with shortened switch intervals

17 Interruption Management
S1 properties of the OT Engagement Modality Dynamics Priority of the OT Subgoal completion Delay in S1

18 Interruption Management
Switch 1 properties of the IT: Salience and modality Auditory preemption Sensory preemption Preattentive alerting

19 Interruption Management
S2: Quality of return to OT Resumption lag Visibility Similarity

20 From Interruption Management to Task Management
Urgency Importance Task duration

21 DISTRACTED DRIVING

22 Mechanisms of Interference
Effort and resource demand Multiple resource structure Resource allocation

23 Cell Phone Interference
Do cell phones interfere with driving? What are the mechanisms of interference? Are hand-free cell phones safer than hand held phones?

24 TASK SIMILARITY, CONFUSION AND CROSSTALK

25 INDIVIDUAL DIFFERENCES IN THE TIME SHARING

26 Expertise and Attention
Time sharing skill Visual scanning Interruption management Attention flexibility

27 Training Expertise in Timesharing Skills
Scanning training Interruption management training Attention management training Between-task interaction

28 Aging and Attention Skills
Age-related deficiencies in the resource allocation Suffer greater from distractions Some degradation in executive control


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