ID FMP: Distributed Cognition Models

Distributed cognition models conceptualize cognitive phenomena as happening across multiple individuals, objects, and internal and external representations of knowledge.  In contrast to the Information Processing Model, which is only focused on activities that happen inside the head, this model focuses on internal and external activities and encompasses External Cognitive Processes and Coordination Mechanisms described in my previous posts.

In comparison to these three frameworks, distributed cognition models provide more precise descriptions of internal and external cognitive activities. They are less abstract because their domain is limited to cognitive activities associated to specific contexts (e.g. piloting an airplane, doing taxes).

The three frameworks previously mentioned provide general descriptions of how human cognition works across all contexts. Their focus is on defining general laws that describe how our brain processes information and leverages the external world to enhance our cognitive capabilities. The distributed cognition model offers a phenomenological perspective that explores cognition as an embodied activity that takes place in specific physical and social contexts.

For example, a distributed cognition model that describes the activities that take place at an agency during creative development would differ considerably from that of a law office. They would feature many commonalities but the important thing is that the differences matter.

This perspective is important because designers need to understand how their product or service will actually fit into people’s day-to-day life. The insights that can be gleaned from the Information Processing and External Cognitive Activities Frameworks do not provide this type of understanding.  Distributed cognition models focuses on mapping these mundane day-to-day activities. They provide insight into how people actually make and share meaning and decisions within specific contexts.

A distributed cognition analysis is usually carried out as the basis for development of a distributed cognition model. Here is an overview of the main areas of examination in these types of analysis. As an example (and to work my brain just a little bit) I’ve carried out a high-level analysis of the distributed cognitive activities that take place at an advertising agency.

• How does distributed problem solving take place? How do people work together to solve problems? In an agency environment, tasks are distributed across several departments with specific areas of expertise (e.g. client services, account & strategic planning, media, production, creative and traffic). People work together by coordinating their actions using documents (such as schedules, briefs, spec sheets and emails), events (such as meetings, phone calls, and presentations), and shared work practices (such as common vocabularies, understandings, and culture).
• What ways does communication take place throughout the collaborative process and how is knowledge shared and accessed? Does it change as the activity progresses? Communications take place via meetings, emails and document artifacts such as presentations, briefs, schedules, conference reports, creative comps and spec sheets. The most important information is documented to facilitate sharing. Many of the document artifacts evolve as the activities progress. For example, a creative brief may be updated to reflect changes in strategy. The creative comps also change via multiple rounds of client reviews.
• What is the role of verbal and non-verbal communication? What types of things are said or implied? Verbal communication is the primary type of communication associated to the management of projects (and communication associated to those projects). Non-verbal communication plays a fundamental important in the activities of the project itself. Layout design, videos, images, graphs, and even experiences are be used to brief creative teams regarding products or brands, and in client and internal presentations. The final creative product delivered by Agencies also employs both verbal and non-verbal communication. To elicit emotional responses from people agencies use non-verbal tools such as images, visuals, videos, sounds, interactions online, and more. In agency communication is often reinforced through by verbal and non-verbal communication.
• What coordinating mechanisms are used? What are the rules and procedures that govern the workflow? There are several important coordination mechanisms that are used in an agency. These mechanism leverage external representations of knowledge such as schedules, job jackets, spec sheets, readers, status reports, conference reports, emails, calendars, scopes of work, etc. They also include meetings such as internal and client reviews, status meetings, and production kick-offs. Many rules and procedures are outlined in the agency’s process manual. These processes govern how work flows through the agency.

[source: Interaction Design: Beyond Human-Computer Interaction, page 129.]

** What the hell is ID FMP? **

ID FMP: Coordination Mechanisms

Coordination is an important skill that is required to carry out activities that range from basic to complex. All collaborative activities heavily rely on the ability of individuals to coordinate their actions; all group activities require some level of coordination. Even personal activities often require coordination such as prioritization and scheduling.

So what is coordination? Coordination is the “the regulation of diverse elements into an integrated and harmonious operation” (wordnet.princeton.edu/perl/webwn). In other words, coordination refers to the phenomenon where one or more people act or interact with to accomplish a goal or complete a task. Much of the thinking related to coordination focuses on group, rather than personal, activities.

Sharp, Rogers, and Preece have identified three different types of coordination mechanisms that people use to coordinate their actions with others. I’ve modified their framework by adding one additional type of mechanism; I decided to break down their second category into two separate entities. As you will note, these coordination mechanisms are interdependent and overlapping.

• Conventions and shared practices: Conventions and shared practices refer to the shared social and cultural understandings and beliefs that provide a foundation for coordination. Examples include cultural expectations about punctuality, shared understandings regarding meaning of activities or artifacts. These phenomena account for why it can often be harder to coordinate activities with people from different socio-cultural backgrounds. Shared conventions and practices along with verbal and non-verbal communication play a key role in enabling people to effectively use schedules, rules and shared external representations to coordinate activities.
• Verbal and non-verbal communication: spoken and written language, and non-verbal gestures are often used as primary means of communication for the coordination of activities. Conversations are an important medium for the coordination of activities and negotiation of commitments. Written documents, such as agendas, presentations and reports, are also common tools for coordinating groups. Gestures play an especially important role in supporting the coordination of activities in situations where the conditions do not allow for users to communicate using verbal communication; examples include, a catcher using hand signs to communicate with a pitcher and a conductor using the motions of his arm and baton to lead an entire orchestra. Gestures can also help support communication between people who do not share the same language.
• Schedules, maps and rules: Schedules, maps and rules are artifacts that document communications that outline the order of activities, conventions and shared practices. Schedules focus on organizing activities and objects across time while maps organize activities and objects across space – both are crucial tools for personal and group coordination. Rules offer descriptions of conventions, shared practices and other principles that facilitate the coordination of activities. The benefit of rules and schedules is that they enable groups of people with different practices and conventions to create a shared set of documented principles to guide their coordination and collaboration.
• Shared external representations: Shared external representations are schedules, rules and other forms of visual or physical artifacts that are shared by a group of people. Examples vary widely across industries; in agencies like the one where I currently work, a job jacket and router is used to provide information regarding who has reviewed and commented on a given project during each round of its development. Shared online calendars, such as google calendar, offer the ability to share schedules and create shared external representations in a virtual, as opposed to physical, environment.

Activities associated to coordination are directly supported by the Cognitive Processes and External Cognitive Activities Frameworks. The mechanisms for coordination with groups encompass rely on the processes and activities outlined in these models.

Conventions and shared practices reside in the mind and are largely governed by cognitive processes such as memory, learning, and higher reasoning. While cognitive processes associated to language enable us to use verbal communication and plays an important role in our ability to create and understand external representations.

Externalizing cognitive activities is a crucial element most types of coordination mechanisms. Memory offloading is a crucial benefit provided by schedules, maps, rules, and external representations. Computational offloading is often employed using verbal communications and shared external representations. Annotating and cognitive tracing is mostly used on schedules, maps, and shared external representations.

[source: Interaction Design: Beyond Human-Computer Interaction.]

** What the hell is ID FMP? **