The multitasking myth: Handling complexity in real-world operations

Loukopoulos, L. D., Dismukes, R. K., & Barshi, I. (2009). The multitasking myth: Handling complexity in real-world operations. Burlington, VT: Ashgate Publishing Company. 188 pages.

A myth exists about multitasking. This myth assumes that people are capable of performing more than one task at the same time. While humans have considerable ability to juggle multiple tasks, "there are sever limits to how much and how well one can juggle tasks" (p. 12). The juggling of multiple tasks involves cognitive processes that far exceed the requirements of performing the tasks singly. "Although individuals may think they are performing several tasks simultaneously, human ability to process more than one stream of information at a time and respond accordingly is severely limited" (p. 14).

Because of the demands for limited cognitive resources, "it is not possible to simultaneously perform multiple tasks that involve novelty, planning, or overriding habits" (p. 15). In situations such as these, a person can only attend to one stream of information." Individuals may have the impression that they are performing two or more attentionrequiring tasks simultaneously when in fact what they are actually doing is alternating among elements of each task" (p. 16). As changes in real- world situations require different cognitive resources, the mind switchs among the tasks. This process can cause some tasks to be deferred while others are completed. Unfortunately, the brain does not seem to have a mechanism to automatically reactivate the deferred tasks. In this demand for limited cognitive resources, "individuals may respond to overwhelming concurrent task demands by lowering criteria for quality, accuracy or completeness of some task elements or by eliminating some tasks altogether" (p. 18). Thus, "the myth of multitasking is that we can-and in fact are expected to-handle multiple concurrent demands without repercussions" (back cover).

To systematically investigate the nature of multitasking, Loukopoulos, Dismukes, and Barshi explore the challenges and risks of managing and concurrently performing various tasks within professional work environments. Although their major area of focus is within the work environment of the airline industry, "the lessons learned apply equally well to any arena in which individuals must juggle multiple tasks or must defer an intended action, that is, practically any professional setting" (p. xiv). Airline pilots are faced with a difficult...