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ReferencesNavigation arrowAuthorsNavigation arrowD. John Doyle
May 23

“ Knowledge is commonly socially constructed, through collaborative efforts towards shared objectives or by dialogues and challenges brought about by different persons' perspectives. ”

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D. John Doyle

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Publications by D. John Doyle (bibliography)

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1995
 
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Lin, Laura, Isla, Racquel, Doniz, Karine, Harkness, Heather, Vicente, Kim J. and Doyle, D. John (1995): Analysis, Redesign, and Evaluation of a Patient-Controlled Analgesia Machine Interface. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. pp. 738-741.

“The hypothesis explored in this paper is that, by adopting human factors design principles, the use of medical equipment can be made safer and more efficient. We have selected a commercially available patient-controlled analgesia (PCA) machine as a vehicle to test this hypothesis. A cognitive task analysis of PCA usage, combined with a set of human factors design principles, led to a redesigned PCA interface. An experimental evaluation was conducted, comparing this new interface with the existing interface. The results show that the new interface leads to significantly faster, less effortful, and more reliable performance. These findings have implications for improving the design of other medical equipment.”

© All rights reserved Lin et al. and/or Human Factors Society

1993
 
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Xiao, Yan, Milgram, Paul and Doyle, D. John (1993): Two Classes of Problem Solving Situations in Managing Complex Systems. In: Proceedings of the Human Factors and Ergonomics Society 37th Annual Meeting 1993. pp. 529-533.

“Previous studies in complex domains such as power plants and air traffic control have described a wide range of behaviours not addressed by traditional psychological studies. This led to a field study of problem solving in anaesthesiology, using various methods of collecting behavioural data directly from the field while anaesthesiologists were doing their job. The methods used include direct observation, interviewing, and on-line verbal protocol recording with thinking aloud verbalisation. This paper describes findings from the field study and presents an analysis of how problem solving situations arise during the management of anesthesia, a task similar to process control. Two classes of problem solving situations are identified: (1) managing the patient during non-critical but stressful and long lasting incidents -- problem solving is characterised by competing goals and multiple hypotheses, and the memory load while keeping track of what is in the 'pipeline'; (2) deploying preventive and preparatory strategies -- the problem solving is characterised by feedforward control of system (patient) status in the face of anticipated inputs to the patient, preparation of preconditions of necessary and contingency procedures, and anticipation of troublesome situations to be avoided. A categorisation scheme is proposed to classify problem solving situations according to how they arise: incident-induced and strategy-induced.”

© All rights reserved Xiao et al. and/or Human Factors Society

1992
 
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Xiao, Yan, Milgram, Paul and Doyle, D. John (1992): Incident Evolution and Task Demands: An Analysis and a Field Study of 'Going Sour' Incidents. In: Proceedings of the Human Factors Society 36th Annual Meeting 1992. pp. 1279-1283.

“When managing complex systems, cognitive demands or problem-solving situations can appear in different ways. In some situations, problems surface gradually while being recognised, identified and treated. This category of situations has been labelled as 'going sour' incidents. Within these incidents, there are a number of interesting and unique features warranting special attention. The present research project attempts to depict the task demands associated with going sour incidents. After initial analysis of complexity and some field observations, initial hypotheses were generated. Subsequent field study has provided support for the hypotheses. Major findings on going sour incidents include (1) problem-solving spans a long period of time and requires synthesis of information over this period; (2) trouble spots have to be checked repeatedly as the environment is likely to change over time; (3) interventions are required before obtaining sufficient number of signs; and (4) multiple hypotheses must be maintained and examined as the underlying problem changes appearance slowly from one form to another.”

© All rights reserved Xiao et al. and/or Human Factors Society

 
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Changes to this page (author)

22 Feb 2010: Modified
27 Jun 2007: Added
26 Jun 2007: Added
26 Jun 2007: Added

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URL: http://www.interaction-design.org/references/authors/d__john_doyle.html
May 23

“ Knowledge is commonly socially constructed, through collaborative efforts towards shared objectives or by dialogues and challenges brought about by different persons' perspectives. ”

-- G. Salomon (in "Distributed Cognitions: Psychological and Educational Considerations")

 
 

Featured chapter

Read the fascinating history of Wearable Computing, told by its father, Steve Mann

Read Steve's chapter !

 
 

Help us help you!

 
 
 
 
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