Previously, I cited three types of our working memory: intrinsic, extraneous and germane (https://www.ispringsolutions.com/blog/cognitive-overload-and-e-learning ). Our IO challenge is to offer valuable content for intrinsic memory with navigation helpers (germane memory) while eliminating noise in extraneous memory. Our tendency is to squeeze into a single dashboard all the useful content for “one stop shopping.” Stephen Few offers a concise set of dashboard development guidelines: http://www.perceptualedge.com/articles/visual_business_intelligence/data_visualization_effectiveness_profile.pdf Thinking beyond Few’s recommendations, today’s application development tools offer an opportunity for dashboard consumers to provide online development guidance for each of their requested dashboards, e.g., data items, types of visualizations, and navigation/selection helpers (such as a small clickable (i) above a data item or header to explain what are the choices for viewing and what other dashboard elements will change concurrently–region or time period). Certainly, dashboard consumers will learn how to custom change the displayed dashboard content (if previously defined as a requested need). Yet is “trial and error” experimentation the best approach for learning? Isn’t the consumer’s “time to insight” an important dashboard design criterion? We already know that IO can lead to lower productivity and greater stress. Should dashboard developers complete a short course on ways to decrease/avoid dashboard IO OR should an organization (if sufficiently large) include an IO champion position that can advise developers how to reduce IO threats among other responsibilities to improve judgment and decision processes? #EndInfoOverload
This post takes a look at the effect of smartphones on small children, 10 years and younger. Recent surveys show figures around 25% for children under 10 who have their own device, and these numbers are rising; the risks are severe, and span a wide range from damaged personality development to visual impairment.
The post goes beyond the risks and looks at some solutions, at the country, school, and personal level.
Quote: While there are a handful of very good digital reading tools (Pocket, Flipboard, Kindle), the next wave of products will be built to deliver a better news consumption experiences.
CEOs and C-Level Executives understand the importance of Email on today’s businesses, as well as on their own productivity. Here are some tips from CEO’s and marketing executives on Email Management.
Whenever there’s a holiday, no matter where it falls during the year and the work week, you know one thing’s for sure: Productivity is going to drop.
Information Overload is a common topic of discussions in the press and literature. It is also the subject of research, tools, and techniques. But there is also an important but related problem: Decision Overload.
Information Overload occurs when the information available exceeds the processing abilities of the individual or can be processed in the time available.
By contrast, Decision Overload occurs when the vast amount of available information makes it difficult to decide upon the correct course of action(s).
“A weekday issue of the New York Times contains more information than the average person was likely to come across in an entire lifetime in the seventeenth century.”
Variants of this statement (give or take a couple of centuries) are commonly seen when reading about Information Overload. Of course I agree that there’s more information available today than back in centuries past, but this particular statement always seemed suspicious to me. Is it true? And what if it is?
One major issue is that everybody uses email, and email creates multiple “black holes” – isolated, locked repositories that email disappears into, never to be seen again, forever outside the reach of people who need it.
The root cause of stress and work-related exhaustion does not come from what is happening in our external environment, but how we respond to it from our internal landscape; more specifically – from how our mind reacts to what we are experiencing and the extent to which we are able to effectively manage our mind, or not.