The Decision-making Process Preceding Interruptions.

In this literature review, we look at the history of interruption research in relation to decision-making outcomes. We argue that interruption models and frameworks often incorporate decision-making but don't investigate the underlying mechanisms of when an interruption is accepted or rejected. We suggest a decision-making model with three stages to kick off this conversation.

Abstract:

Interruption management strategies address the potentially harmful outcomes of interruptions but often fail to account for a critical component of management - the initial decision-making process. We argue that when an interruption occurs there is period before starting the interrupting task where a decision is made to accept or reject the interruption. This review demonstrates how our theoretical decision-making model can be added to pre-existing interruption management strategy models. We use Puranik et al.’s (2020) integrative process-based model of work interruption as the primary example. We begin by discussing moderators that are likely to influence the decision-making outcome as indicated from previous interruption research and management models. We acknowledge important factors from these interruption management strategies and incorporate them into a decision-making process model with three stages: signal detection, signal processing, and signal information. Last, we discuss the need to investigate the independent and joint effects of moderators in the interruption decision-making process.

Pacailler, M. & Scerbo, M. W. Hold on, I’m busy: The decision-making process preceding interruptions. Manuscript under review for Theoretical Issues in Ergonomics.