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Guillermo Navarro

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Publication statistics

Pub. period:1994-1995
Pub. count:4
Number of co-authors:6

Co-authors

Number of publications with 3 favourite co-authors:

Florian G. Jentsch:2
Janan Al-Awar Smither:2
Clint A. Bowers:2

Productive colleagues

Guillermo Navarro's 3 most productive colleagues in number of publications:

Curt C. Braun:16
Clint A. Bowers:12
Clint Bowers:9

Calendar

May 27

13th Intl. Conf. on New Interfaces for Musical Expression

May 28

Graphics Interface 2013

May 29

Boston UXPA Usability and UX Conf. 2013

May 24

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Guillermo Navarro

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Publications by Guillermo Navarro (bibliography)

1995

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Navarro, Guillermo, Bowers, Clint A. and Smither, Janan Al-Awar (1995): Gender Differences in Multiple Task Performance among the Young and Old. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. p. 946.

“This experiment investigated gender differences in multiple task performance among younger (mean age = 20.5) and older adults (mean age = 62.5). Specifically of interest, was whether there were differences in performance on dual-tasks which were considered ipsilateral or contralateral. Previous research has indicated that with age, the distinction between processing centers lessens, leading to greater task interference. The goal of the research was to determine if, with age, there are differential effects between men and women. In the current study, participants tapped with their right and left hands singularly, and performed a spatial rotation task and vocalization task in the dual-task conditions. Congruent with previous research, the findings indicate performance decrements for older adults in individual and dual task conditions when compared to younger adults. However, when gender is also considered, men appear to demonstrate the greatest changes in performance. For example, when right-hand finger tapping and vocalizing, younger men are the best performers whereas older men are the worst. In dual-task conditions involving ipsilateral tasks, greater performance decrements were observed than dual-task conditions involving contralateral tasks. The results of this research provide data supporting the assertion that the difficulty older adults experience in dual-task conditions is a function of natural decreases in functional cerebral distance. Furthermore, the data provide preliminary indication regarding the potential for reallocation training as an intervention to minimize dual-task interference effects.”

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Smither, Janan Al-Awar, Braun, Curt C. and Navarro, Guillermo (1995): The Effects of Print Type on the Readability of Computer Displays by Older and Younger Adults. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. p. 960.

“The present research investigated the readability of computer text using various combinations of fonts, sizes, and weights of print. Older and younger adult's reading speeds and error rates for the different print types were compared. The overall findings of the study indicate significant differences in reading speed and error rates for the print characteristics investigated. Furthermore, the effects of these print characteristics varied for individuals of different age groups. Implications of these findings for the design of computer text for older adults are discussed.”

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Jentsch, Florian G., Tait, Tamara, Navarro, Guillermo and Bowers, Clint (1995): Differential Effects of Feedback as a Function of Task Distribution in Teams. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. pp. 1273-1277.

“Variables affecting the outcome of cooperative team efforts have garnered increased research attention in recent years. Of these variables, feedback may have one of the greatest effects. Questions, however, remain about what kind of feedback to give and to whom. Previous research has indicated that team members maximize those tasks for which they are given feedback. These gains appear to occur at the expense of other tasks for which no feedback is provided and sometimes result in reduced overall team performance. The current experiment investigated the differential effects of feedback in triads with different task distributions. The results of the study indicated that feedback given to team members who had to complete two tasks simultaneously resulted in tradeoffs: Team members optimized that task for which they received feedback, sometimes at the expense of the competing task. When the team members receiving feedback had no competing tasks, these tradeoffs did not occur. In contrast, feedback in this setup appeared to potentially improve performance not only on the task for which feedback was given, but on the competing task as well. A possible explanation is that in these cases, feedback reduced the communication and coordination demands and freed team resources that could be used to improve other tasks.”

1994

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Jentsch, Florian G., Navarro, Guillermo and Bowers, Clint A. (1994): Trade-Offs in a Team Tracking Task as a Function of Performance Feedback. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 1204-1208.

“Team members often have to make decisions about which aspects of their tasks they should emphasize. One of the factors that may determine these decisions is the type of feedback. In this study, the influence of the type of concurrent performance feedback on team performance in a pursuit tracking task was investigated. Eighteen dyads performed a reciprocally interdependent team tracking task. Subjects' goal was to optimize team performance under three different conditions: One team member never received feedback while the other received either team, individual, or no feedback. The tracking error was measured. The results from this study largely confirmed the findings from previous research which had indicated a feedback by team member interaction: When provided with individual feedback, team members seemed to emphasize the perceived individual aspects of their task at the expense of the team effort. Under team feedback, the reverse occurred. In support of these findings, the current study found a significant gap in performance between the two team members under individual feedback conditions. The team member receiving individual feedback performed significantly better than their interdependent cohort. Yet, when subjects received either team or no feedback, their performance was worse than that of their team member, even if the difference failed to reach statistical significance. The results suggest that feedback can adequately focus subjects' attention towards specific aspects of their task.”

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