The End of Dependence? Ethical Issues in the Adoption of Assistive Technologies: An Introduction

This special issue explores the evolving role of assistive technology in health and medicine, with 3 original articles and 5 commentaries. The following introduction provides an overview of the issue’s unifying themes and the articles’ aims and concerns, as well as reflection on some critical points for discussion raised in the commentaries. Assistive technology finds itself at a pivotal point of development and integration into current systems, where sound and innovative ethical guidance is crucial. With this issue we hope to build capacity for realizing the potential of assistive technology—effectively, sustainably, and ethically.     

Memory systems and the control of skilled action

ABSTRACT

In keeping with the dominant view that skills are largely automatic, the standard view of memory systems distinguishes between a representational declarative system associated with cognitive processes and a performance-based procedural system. The procedural system is thought to be largely responsible for the performance of well-learned skilled actions. Here we argue that most skills do not fully automate, which entails that the declarative system should make a substantial contribution to skilled performance. To support this view, we review evidence showing that the declarative system does indeed play a number of roles in skilled action.     

The Nature and Processing of Errors in Interactive Behavior

Understanding the nature of errors in a simple, rule‐based task—programming a VCR—required analyzing the interactions among human cognition, the artifact, and the task. This analysis was guided by least‐effort principles and yielded a control structure that combined a rule hierarchy task‐to‐device with display‐based difference‐reduction. A model based on this analysis was used to trace action protocols collected from participants as they programmed a simulated VCR. Trials that ended without success (the show was not correctly programmed) were interrogated to yield insights regarding problems in acquiring the control structure. For successful trials (the show was correctly programmed), steps that the model would make were categorized as matches to the model; steps that the model would not make were violations of the model. The model was able to trace the vast majority of correct keystrokes and yielded a business‐as‐usual account of the detection and correction of errors. Violations of the model fell into one of two fundamental categories. The model provided insights into certain subcategories of errors; whereas, regularities within other subcategories of error suggested limitations to the model. Although errors were rare when compared to the total number of correct actions, they were important. Errors were made on 4% of the keypresses that, if not detected, would have prevented two‐thirds of the shows from being successfully recorded. A misprogrammed show is a minor annoyance to the user. However, devices with the approximate complexity of a VCR are ubiquitous and have found their way into emergency rooms, airplane cockpits, power plants, and so on. Errors of ignorance may be reduced by training; however, errors in the routine performance of skilled users can only be reduced by design.     

What We Share Is Who We Are and What We Do: How Emotional Intimacy Shapes Organizational Identification and Collaborative Behaviors

We focus on the concept of emotional intimacy among organizational members and investigate its influence on both their (a) perceptions and (b) behaviors. With regard to employees’ perceptions, we test whether it is organizational identification (operationalized as cognitive and affective identification with the organization) that influences emotional intimacy or the reverse. At the behavioral level, we investigate the interplay between employee emotional intimacy and organizational identification and their effects on employee interpersonal helping (OCB-Is; interpersonal organizational citizenship behaviors) and interpersonal conflict (CWB-Is; interpersonal counterproductive workplace behaviors). Based on a three-wave panel study among nurses working in a public hospital, our findings show that emotional intimacy influences organizational identification, and it represents a unique antecedent of OCB-Is and CWB-Is.     

Resolving the paradox of the active user: stable suboptimal performance in interactive tasks

This paper brings the intellectual tools of cognitive science to bear on resolving the “paradox of the active user” [Interfacing Thought: Cognitive Aspects of Human-Computer Interaction, Cambridge, MIT Press, MA, USA]—the persistent use of inefficient procedures in interactive tasks by experienced or even expert users when demonstrably more efficient procedures exist. The goal of this paper is to understand the roots of this paradox by finding regularities in these inefficient procedures. We examine three very different data sets. For each data set, we first satisfy ourselves that the preferred procedures used by some subjects are indeed less efficient than the recommended procedures. We then amass evidence, for each set, and conclude that when a preferred procedure is used instead of a more efficient, recommended procedure, the preferred procedure tends to have two major characteristics: (1) the preferred procedure is a well-practiced, generic procedure that is applicable either within the same task environment in different contexts or across different task environments, and (2) the preferred procedure is composed of interactive components that bring fast, incremental feedback on the external problem states. The support amassed for these characteristics leads to a new understanding of the paradox. In interactive tasks, people are biased towards the use of general procedures that start with interactive actions. These actions require much less cognitive effort as each action results in an immediate change to the external display that, in turn, cues the next action. Unfortunately for the users, the bias to use interactive unit tasks leads to a path that requires more effort in the long run. Our data suggest that interactive behavior is composed of a series of distributed choices; that is, people seldom make a once-and-for-all decision on procedures. This series of biased selection of interactive unit tasks often leads to a stable suboptimal level of performance.