Why Cognitive Research Why Cognitive Research Can’t Be Left to Cognitive Can’t Be Left to Cognitive

ScientistsScientists

jgrudin@microsoft.comjgrudin@microsoft.com

http://research.microsoft.com/~jgrudin http://research.microsoft.com/~jgrudin

Cognitive Science and HCICognitive Science and HCI

• 1968-19721968-1972BA, Math-Physics, ReedBA, Math-Physics, Reed• 1972-19731972-1973MS, Mathematics, PurdueMS, Mathematics, Purdue• 1973-19761973-1976Programmer, Wang LabsProgrammer, Wang Labs• 1976-19771976-1977Psychology Department, StanfordPsychology Department, Stanford• 1977-19811977-1981UC San Diego (PhD, Cognitive Pych)UC San Diego (PhD, Cognitive Pych)• 1981-19831981-1983MRC Applied Psychology UnitMRC Applied Psychology Unit• 1983-19861983-1986Software Engineer, Wang LabsSoftware Engineer, Wang Labs• 1986-19891986-1989Member of Technical Staff, MCCMember of Technical Staff, MCC• 1989-19911989-1991Professor, AarhusProfessor, Aarhus• 1991-19981991-1998Professor of Inf. & CS, UC IrvineProfessor of Inf. & CS, UC Irvine• 1998- 1998- Senior Researcher, Microsoft ResearchSenior Researcher, Microsoft Research

Cognitive Science and HCICognitive Science and HCI

• 1968-19721968-1972BA, Math-Physics, ReedBA, Math-Physics, Reed• 1972-19731972-1973MS, Mathematics, PurdueMS, Mathematics, Purdue• 1973-19761973-1976Programmer, Wang LabsProgrammer, Wang Labs• 1976-19771976-1977Psychology Department, StanfordPsychology Department, Stanford• 1977-19811977-1981UC San Diego (PhD, Cognitive Pych)UC San Diego (PhD, Cognitive Pych)• 1981-19831981-1983MRC Applied Psychology UnitMRC Applied Psychology Unit

Tom MaloneTom Malone Bob GlushkoBob Glushko Jim HollanJim Hollan Allan MacLeanAllan MacLean

George FurnasGeorge FurnasGary PerlmanGary Perlman Steve DraperSteve Draper Catherine Catherine MarshallMarshall

Jeff JohnsonJeff Johnson Tom EricksonTom Erickson Ed HutchinsEd Hutchins Nick HammondNick Hammond

John BlackJohn Black Allen Cypher Allen Cypher Liam BannonLiam Bannon Phil Phil Barnard…Barnard…

Cognitive Science and HCICognitive Science and HCI

• 1968-19721968-1972 BA, Math-Physics, ReedBA, Math-Physics, Reed• 1972-19731972-1973 MS, Mathematics, PurdueMS, Mathematics, Purdue• 1973-19761973-1976 Programmer, Wang LabsProgrammer, Wang Labs• 1976-19771976-1977 Psychology Department, StanfordPsychology Department, Stanford• 1977-19811977-1981 UC San Diego (PhD, Cognitive Pych)UC San Diego (PhD, Cognitive Pych)• 1981-19831981-1983 MRC Applied Psychology UnitMRC Applied Psychology Unit

Don Norman, UCSDDon Norman, UCSD Gary Olson, MichiganGary Olson, Michigan Peter Polson, Peter Polson, Col.Col.

Dave Rumelhart, “”Dave Rumelhart, “” Judy Olson, MichiganJudy Olson, Michigan John Black, Yale John Black, Yale

Herb Clark, StanfordHerb Clark, Stanford Roger Schvaneveldt, New MexicoRoger Schvaneveldt, New Mexico

Micha Pavel, StanfordMicha Pavel, Stanford Don Foss, Texas… Don Foss, Texas…

CHI’83 was overwhelmingly psychologistsCHI’83 was overwhelmingly psychologists

Coming in on the WaveComing in on the Wave

Inter-organizational

Distributed teams

Three Kinds of Computer User Three Kinds of Computer User (60s-70s)(60s-70s)

• OperatorsOperators(hands-on users of displays, printers, input (hands-on users of displays, printers, input devices)devices)

• ProgrammersProgrammers(using flowcharts, paper coding sheets)(using flowcharts, paper coding sheets)

• Users of reports and other outputUsers of reports and other output(reading text and viewing graphical output)(reading text and viewing graphical output)

Two threads of

human-computer

interactionresearch

The Receding WaveThe Receding Wave

• KLM and GOMSKLM and GOMS

• GUIsGUIs

• Bridging the islandsBridging the islands

Few cognitive scientists are interested.Few cognitive scientists are interested.

Stranded on the BeachStranded on the Beach

• Searching for shelterSearching for shelter

• Cultivating new cropsCultivating new crops– Capturing design rationaleCapturing design rationale– Computer supported cooperative workComputer supported cooperative work– Ubiquitous and pervasive computingUbiquitous and pervasive computing– Universal accessibilityUniversal accessibility– ……

Cognitive Science and HCICognitive Science and HCI

• 1968-19721968-1972BA, Math-Physics, ReedBA, Math-Physics, Reed• 1972-19731972-1973MS, Mathematics, PurdueMS, Mathematics, Purdue• 1973-19761973-1976Programmer, Wang LabsProgrammer, Wang Labs• 1976-19771976-1977Psychology Department, StanfordPsychology Department, Stanford• 1977-19811977-1981UC San Diego (PhD Cognitive Pych)UC San Diego (PhD Cognitive Pych)• 1981-19831981-1983MRC Applied Psychology UnitMRC Applied Psychology Unit• 1983-19861983-1986Software Engineer, Wang LabsSoftware Engineer, Wang Labs• 1986-19891986-1989Member of Technical Staff, MCCMember of Technical Staff, MCC• 1989-19911989-1991Professor, AarhusProfessor, Aarhus• 1991-19981991-1998Professor of Inf. & CS, UC IrvineProfessor of Inf. & CS, UC Irvine• 1998- 1998- Senior Researcher, Microsoft ResearchSenior Researcher, Microsoft Research

Shifting Focus of Shifting Focus of Interface DevelopmentInterface Development

Levels:Levels: 1 2 3 4 5 6 1 2 3 4 5 6Users:Users: Programmers End-users Groups Programmers End-users Groups Organizations Organizations

Specialists:Specialists: EE/CS HF&E & Psychology Anthro EE/CS HF&E & Psychology Anthro & Management& Management

Methods:Methods: Benchmarks Lab experiment Benchmarks Lab experiment ObservationObservation

Events: Millisecs Secs Mins Hours Events: Millisecs Secs Mins Hours Weeks & monthsWeeks & months & hours & hours

GeneralityGeneralityandand High High Low Low precisionprecision

EvaluationEvaluation Low Low High Highcostcost

Levels of DevelopmentLevels of Development

Opportunity (Seen From Outside)Opportunity (Seen From Outside)

• Some traditional foci of cognitive / IS Some traditional foci of cognitive / IS researchresearch– Decision makingDecision making– Organization of information (printed or displayed)Organization of information (printed or displayed)– Management of ITManagement of IT– Knowledge managementKnowledge management

• Major expansion: direct hands-on use by Major expansion: direct hands-on use by everyoneeveryone

From Few to ManyFrom Few to Many

From Few to ManyFrom Few to Many

Five Parts of Five Parts of Organizations (Mintzberg, Organizations (Mintzberg,

1984)1984)

Strategic Apex

Middle Line

Operating Core

Techno-structure

Support Staff

Executives, Managers, Executives, Managers, IndividualsIndividuals

Strategic Apex

Middle Line

Operating Core

Direct, Hands-On Direct, Hands-On Technology UseTechnology Use

• 1980’s: “Managers don’t type.”1980’s: “Managers don’t type.”– Perin study of resistance by tech company Perin study of resistance by tech company

managersmanagers

• 1990’s: Managers as late adopters1990’s: Managers as late adopters– CEO use rose from 21% (1989) to 76% (2002)CEO use rose from 21% (1989) to 76% (2002)

• 2000’s: Managers as early adopters2000’s: Managers as early adopters• Why the change?Why the change?

– New features & applications useful to managersNew features & applications useful to managers– Graphical interfaces made learning & use easierGraphical interfaces made learning & use easier– Use by friends, colleagues, at home helped learningUse by friends, colleagues, at home helped learning– Use by professionals & kids erased secretarial stigma (1993)Use by professionals & kids erased secretarial stigma (1993)– Young individual contributors became middle-aged managersYoung individual contributors became middle-aged managers– Old managers disappearedOld managers disappeared

Direct, Hands-On Direct, Hands-On Technology UseTechnology Use

• 1980’s: “Managers don’t type.”1980’s: “Managers don’t type.”– Perin study of resistance by tech company Perin study of resistance by tech company

managersmanagers

• 1990’s: Managers as late adopters1990’s: Managers as late adopters– CEO use rose from 21% (1989) to 76% (2002)CEO use rose from 21% (1989) to 76% (2002)

• 2000’s: Managers as early adopters2000’s: Managers as early adopters• ImplicationsImplications

– New process considerations for design, acquisition, deploymentNew process considerations for design, acquisition, deployment– New technology possibilities appearNew technology possibilities appear– Old technology possibilities disappearOld technology possibilities disappear– Ways of using technology differWays of using technology differ

Widely Distributed ApplicationsWidely Distributed Applications

• EmailEmail

• Shared calendarsShared calendars

• Real-time communication & application Real-time communication & application sharingsharing

• Shared workspacesShared workspaces

• BrowsersBrowsers

• IM?IM?

• Desktop video? Desktop video?

• Vertical applicationsVertical applications

Activity In OrganizationsActivity In Organizations

Strategic Apex

Middle Line

Operating Core

Activity In OrganizationsActivity In Organizations

Strategic Apex

Middle Line

Operating Core

Activity In OrganizationsActivity In Organizations

Strategic Apex

Middle Line

Operating Core

Activity In OrganizationsActivity In Organizations

Strategic Apex

Middle Line

Operating Core

Thank you…Thank you…

jgrudin@microsoft.comjgrudin@microsoft.com

http://research.microsoft.com/~jgrudin http://research.microsoft.com/~jgrudin

Going from Few to Many Hands-on Going from Few to Many Hands-on UsersUsers

• ComputersComputers

• AutomobileAutomobiless

Fromhuman-computer interaction

todigitally mediated human

interaction

Fromfocus on displays and controls

tofocus on traffic

Conventions and Conventions and ConformityConformity

Result: One set of behaviors?Result: One set of behaviors?– No, some groups don’t interact with each No, some groups don’t interact with each

otherother– No, some groups have different No, some groups have different

constraintsconstraints

Interaction Interaction well-defined, predictable well-defined, predictable behaviorsbehaviors to achieve greater efficiency to achieve greater efficiency

or safetyor safety