In any model of human information-processing, it is common to represent the cycle from perception to response. In this study, we focus on what happens in the intervals between cycles of work ...processes in the manufacturing industry. This topic has received little attention. We also visualize the status of visual searching during cyclic processes using eye-tracking. We found that anticipation occurred in preparation for making a decision on action in the next process, and thus contributes to the time taken from perception to response. Based on this result, we discuss the modeling of visual searching by humans.
An important aspect of Japanese traditional culture is the design and creation of pots, bowls, and other pottery, an artform that has historically been subject to cultural influences from China and ...the Korean peninsula. It has been suggested that passing down of hand-crafting techniques to the next generation is quite difficult, as the techniques involve considerable tacit knowledge.
Thus, this study aimed to explore the creative processes of a master of the craft using an eye-tracking system. We recorded the eye movements of Hakuga Nakamori, a third-generation artisan, as he created a bowl and a pot. The results showed that, in the process of working toward creating a piece of art, Mr. Nakamori first focused his attention on the whole piece, and then on certain elements thereof.
The aim of this paper is to explore ways of transferring the skills of pottery making. By recording and replaying the process of using the potter’s wheel, we will be able to reexamine the history of ...where we are looking. We believe that one’s awareness will have both an important meaning and an effect on the skill acquisition. In fact, some insights for the participants were discovered such as reflection in ones’ own interest through the visualization. We also attempted to explain the results using a cognitive model, concluding with the significance of developing a system to support metacognition.
This paper explores an organizational culture in learning from failure. Perceived distance in relation to the organizational culture has been surveyed through the fixed point observation for two ...years at the project based company, where the activities learning from failure have been executed so as not to mistake again in the operational field. The web based questionnaire is developed to cover wider employees in the company, asking for their perceived distance about keywords learning from failure and their activities. As a result of positioning keywords on the map by means of multi-dimensional scaling method, no big changes are seen for two years, yet if being exposed to the changes in external environment, it can be said that some factors which did not belong to any of clusters from the analysis, such as the attitude of tackling with challenging things becomes management issues. Thus, visualizing the organizational culture with multi-dimensional scaling method might be supportive and valid when organizing management to some extent.
Why many organizations have not succeeded in organizational learning from failure? One of the reasons may be poor information interpretation in organizational learning from failure. Organization ...members do not understand disclosed knowledge when there is a problem of information interpretation in organization.
There is a unique company, which has succeeded in establishing their way to leaning from failure. Executing the learning activity, they have not repeated same failures which were once reviewed with their way. Eventually they have maintained good business performance.
We, in this paper, studied a case of organizational learning from failure in the Japanese company and explored acceleratory factors in the process of information interpretation in the learning. We found that “cognitive maps and framing” and “media richness” accelerate “information interpretation” but “unlearning” does not accelerate it in the organizational learning from failure in the company.
This paper is concerned with unloading of containers at ports, which are key to international trade. Work on the gantry cranes takes place 50 m above ground level in an operation room with a glass ...footwell, which causes to arise a psychological bias. We conducted a line-of-sight measurement of gantry crane operators working in such an environment. Based on this data, cognitive bias was defined by our own, and certain characteristics could be found by visualizing the relationship with years of experience. We discuss how this can be used for skill transfer
With the support of gantry crane operators who load and unload containers between vessels and trailers, we visualized the gap in the line of sight between beginners and experienced operators. The aim ...was to explore training methods for skills transfer. Through an analysis of eye-movement data, we found that the working environment at 50 m above ground level was psychologically oppressive, so the beginners had an imbalanced gaze to the vital parts of the object. On the other hand, experienced operators made efforts to collect information by widening their gaze range.
When it comes to training, in a stressful environment, too much input may instead lead to panic for beginners. Gradually expanding the scope of the inputs becomes important. In addition, beginners also need to carefully imitate the experienced operators in focusing on objects, so that they may truly grasp the skills.
Organizations may change their strategies in order to respond to changes in the environment or to change management policies due to a change in management. In order to effectively implement the ...strategy, the unconscious perception of the organizational members who are the bearers of the strategy must also change, but how should the leaders (often managers) who lead the organizational transformation recognize that the unconscious perception of the organizational members is changing? In this paper, authors introduce a method developed by themselves to visualize the unconscious perception of organizational members. Authors then compare the unconscious perception of employees before and after the change of management in a small and medium-sized company in Japan and visualize the changes. Authors also consider the relationship between these changes and the changes in strategy in the SME with the president changes. As a result, authors speculate that the method developed by the authors may have been successful in describing the change in employees’ unconscious perception.
We, in this paper, examined whether computer-based repository could augment organizational memory in learning from failure. Computer based repository in general enhances organizational memory, but ...paradoxical effects are also assumed in the other paper. Since knowledge information is stored in a computer-based repository, organization members do not always have to memorize in their brain, so it could not strengthen organizational memory. We found through the questionnaire survey in the company where a well-organized computer repository was routinely used; (1) The computer-based repository augmented both of soft memory such as brain memory, and hard memory such as written document, (2) The soft memory had a significant positive effect on organizational memory, but (3) The hard memory did not have a significant effect on organizational memory.
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