Multitasking in the military: Cognitive consequences and potential solutions

Lobna Chérif, Valerie M. Wood, Alexandre Marois, Katherine Labonté, François Vachon

Applied Cognitive Psychology · 2018 · 72 citations · 70 references

Concepts

TL;DR

Multitasking, the simultaneous performance of several tasks, is increasingly common in workplaces and is known to impair performance, especially in complex, dynamic settings such as most military occupations where errors can have serious consequences. This review focuses on high‑consequence military roles that demand strong multitasking abilities, examining the cognitive challenges posed by different multitasking forms and proposing context‑relevant solutions. The authors outline the underlying cognitive processes, recommend reducing task‑induced cognitive load or enhancing soldiers’ multitasking skills, and emphasize designing context‑adapted tools and procedures to guide human‑resource managers.

Abstract

Summary Multitasking—the performance of several tasks at the same time—is becoming increasingly prevalent in workplaces. Multitasking is known to disrupt performance, particularly in complex and dynamic situations, which is exactly what most military occupations entail. Because military errors can be consequential, the detrimental impact of multitasking on cognitive functioning in such contexts should be taken seriously. This review pertains to high‐consequence military occupations that require strong multitasking skills. More specifically, it highlights cognitive challenges arising from different forms of multitasking and discusses their underlying cognitive processes. Because such challenges are not expected to diminish, this review proposes context‐relevant solutions to decrease occupational workload, either by reducing the cognitive load ensuing from the to‐be‐performed tasks or by improving soldiers' multitasking abilities. To ensure effective implementation of these solutions, we stress the need to design context‐adapted tools and procedures, and to guide human resource managers in developing particular strategies.

References

70