1051. The impact of situational factors such as time pressure on the design and use of operational systems
Invited abstract in session MA-61: Cognitive and situational factors in supported and unsupported processes, stream Behavioural OR.
Monday, 8:30-10:00Room: Maurice Keyworth G.31
Authors (first author is the speaker)
| 1. | Barbara Summers
|
| Leeds University Business School, University of Leeds | |
| 2. | John Maule
|
| Leeds University Business School, University of Leeds |
Abstract
Operational systems are largely task centred, designed to help users optimise their decisions. However, system design has generally ignored the impact of situational factors that induce heightened emotional states which change information processing strategies and how decision makers interact with the system. Changes related to emotional state have implications for the design and usage of operational systems. We explore these issues, reporting results from two studies investigating how time pressure changes the decision processing strategies of experienced managers in the workplace. Our findings reveal six different strategies deployed by managers to cope with time pressure: Filtration (prioritising important information); Contest Deadline (contesting/renegotiating a deadline); Intuition (relying on gut reaction); Involving Others (delegating or getting advice from others); Working Longer (working beyond normal working hours); Acceleration (speeding up information processing). We show that how time is limited (e.g., deadline flexibility), characteristics of the task environment (e.g., how accountable the decision maker is for the outcome) and decision type (e.g. whether risk is a major feature of the decision situation) influence the strategy deployed. Importantly, we show strategy choice affects the quality of the decision outcome and discuss how different system design/implementation choices may, under time pressure, lead to the deployment of high or low quality strategies.
Keywords
- Behavioural OR
Status: accepted
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