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Each of the four objectives can be applied within the military training environment. Military training often requires that soldiers achieve specific levels of performance or proficiency in each phase of training. For example, training courses impose entrance and graduation criteria, and awards are given for excellence in military performance. Frequently, training devices, training media, and training evaluators or observers also directly support the need to diagnose performance strengths and weaknesses. Training measures may be used as indices of performance, and to indicate the need for additional or remedial training.

The rapidly growing body of global leadership literature still lacks research on both global change and global leader cognition. This chapter presents two case studies describing large-scale global change efforts led by expert global leaders. This is complemented with the results of cognitive task analysis interviews with the two expert global leaders. The findings include task diagrams of the change process they employed and knowledge audits of the most difficult cognitive step in the change processes they led. The audit identifies the elements of expert cognition they utilized, the cues and strategies they employed, and the perceived difficulties novices would experience in similar situations. The findings confirm previous research, solidifying the role and nature of expert cognition in global leaders. We conclude with a discussion of the implications our analysis holds for research and practice.

Information technology provides important support for on-site decision-making of field personnel. Most literature focuses on the technological aspects of decision-support systems, without fully understanding the information required for effective decision-making. This study aimed to formalize decision-makers’ requirements in terms of the major goals, decisions and information.

The situation awareness (SA) approach was applied through the goal-directed task analysis (GDTA) method, narrowing the scope to field managers’ decision-making during indoor construction activities. This method was based on a series of interviews to define, revise and validate the decision-making requirements for the given scope.

The study yielded 1,056 highly interrelated elements. The results indicate that the field manager’s overall goal is to execute and handoff work within the established deadlines, with the required quality, maximizing profits, within a safe work environment. The overall goal construes into five main goals regarding work progress, quality, costs, safety and communication. These goals include subgoals, decisions, and the information necessary to attain them, depicted in diagrams.

The findings allow enhancing the design of decision-support solutions by identifying information required for future developments and showing the interrelations between goals and information requirements that need to be addressed to present interfaces for effectively assisting on-site decision-making. Moreover, the results allow for the assessment of solutions regarding the sufficiency of information.

This is the first effort to fully understand the information required by field managers for on-site decision-making during indoor construction activities.

It is commonly believed that the complexities of different languages, cultures, histories, time zones, locations, governments, financial and legal systems contribute to the difficulty of leading global change. And yet, there is surprisingly little research at the intersection of global change and global leadership to guide practitioners. To fill this crucial gap, we provide a helpful framework for global leadership practitioners and scholars that emerged from a qualitative study of success factors in leading effective global change initiatives. We employed a comparative case study methodology to examine strategies and processes used by leaders of successful corporate and NGO global change projects. After comparing multiple cases of successful and unsuccessful global change initiatives in four organizations, we concluded that effective global change requires leaders to pay attention to 14 success factors categorized into three key design imperatives: (1) participatory process, (2) representative leadership, and (3) nested implementation. Participatory process consists of these success factors: (1) establish a clear vision, (2) ensure a collaborative start, (3) invite to the table as equals, (4) seek ideas from outside headquarters, (5) recognize and celebrate others, and (6) build systems for interdependence and accountability. Representative leadership includes: (7) create local leadership, (8) enable knowledgeable leadership, (9) empower willing leadership, and (10) develop bridge people. Nested implementation is composed of: (11) leverage formal communication channels, (12) attend to individual needs via interpersonal communication, (13) set global standards with local flexibility, and (14) test for regional credibility. We discuss these factors in light of existing literature and identify the implications and new horizons for global leadership theory and practice with respect to leading global change.

Cognitive Task Analysis (CTA) attempts to explain the mental processes involved in performing a task. These processes include the knowledge, skills and strategies that are needed to accomplish the task functions. The criteria for success in a CTA study are: making a useful discovery about the cognitive skills being studied; being able to communicate the discovery to the users (i.e. those who will need to use the CTA for design); and having a meaningful impact on the eventual design.Currently, a wide variety of CTA methods are being used. As we learn how to define the cognitive demands presented by a task/situation, we hope we will be able to map CTA methods onto these demands, so that we can more efficiently select and apply the appropriate methods. This should result in more efficient studies, and greater user satisfaction. It should also help move the field of CTA into becoming more of a technology.

Only recently has physical space design become more widely recognized as playing a critical role in delivery of care, with an emerging body of literature on the application of human factors approaches to design and evaluation. This chapter describes the use of human factors approaches to develop and conduct an evaluation of a proposed Neonatal Intensive Care Unit redesign in a Midwestern children’s hospital. Methods included observations and knowledge elicitation from stakeholders to characterize their goals, challenges, and needs. This characterization is integral to informing the design of user-centered solutions, including physical space design. We also describe an approach to evaluating the proposed design that yielded actionable recommendations specific to hospital-driven design goals.

We focus on the extreme complexity of the global context in relation to global leadership expertise. We relate how the subjects in a qualitative study of expert cognition in global leaders describe their work context. Our goal is to build a foundation for a theoretical argument as to what distinguishes domestic/traditional leadership from global leadership and further clarify the role context plays in challenging and developing global leaders.

The purpose of this contribution is to focus on an essential issue in all workplace settings where the emphasis is on productivity, time management and creativity: getting innovative, high quality work completed on time according to tight schedules – often facing serious staff shortages. The intention is not to offer an ultimate answer, but to take a different look at the issues that might bring some answers, or that might inspire research projects in the “own” circles of libraries and information services. What does it take to get quality work completed on time?

The contribution is written against the background of research from time management, productivity, learning styles, information behaviour and collaborative work.

There might be simplistic solutions on offer to get work done on time such as the use of productivity and time management tools. When the aim is high quality, creativity and innovative work (done on time), there might be a need to consider more issues such as learning styles and whole brain learning; information seeking skills, writing skills and streamlining cognitive skills; a focus on productivity; brain health and maintaining a balanced life style; perceptions of stimulating creativity; recognition of the need to complement human weaknesses with collaborative strengths; and the need for flow as argued by Csikszentmihalyi.

Although many publications have appeared on time management, productivity, software to support time management and other individual issues noted in this paper, the authors are not aware of work (at least not in the field of library and information science) that combine these with the need to consider learning styles, whole brain learning, acknowledging the limitations of mind and body, and addiction to adrenaline that might stimulate inspiration and creativity – among many things that might impact on time management.