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White papers, answers and the glossary of cognition management.

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Cognition management, what we do, and how it works in practice.

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Deeper answers on data protection, the EU AI Act, how results are explained and the limits of the technology.

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WHITE PAPERS

White Papers

Papers on cognition management: attention, judgement and AI at work.

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GLOSSARY

The language of cognition management.

A concise reference for the terms we use across the site.

Cognition management terms

The language of cognition management: how we frame, attend and learn, under overload, with AI and together.

Cognition management
Using our own brain deliberately at work: framing the question we are actually answering, directing attention to what decides the outcome, and building the context the next decision will need.
Compounding behaviours
Small, repeated habits that add up to judgement over time: how we build context and memory, how we work with technology, and how we decide together. In the Mindmarqs framework, the layer we train.
Core cognition
Gathering, processing and comparing information: how we frame a question, where attention goes, how we weigh what we find and how readily we commit. Mostly below awareness; in the Mindmarqs framework, the layer the assessment makes visible.
Brain capital
The value of a population’s brains to its economy and society. It has two halves: brain health, and brain skills, which are how well we use the brain we have.
Brain skills
The cognitive, interpersonal and self-leadership capabilities that decide what we actually do with a well-functioning brain. The half of brain capital that can be trained.
Automation bias
The tendency to trust a confident automated recommendation and stop checking it, even when our own evaluation would do better (Parasuraman & Manzey, 2010).
Cognitive offloading
Handing part of a thinking task to a tool, such as a note, a search or an AI. Often useful and rational, but it moves what is remembered from the person to the device (Risko & Gilbert, 2016).
AI literacy
The skills, knowledge and understanding to use AI deliberately: knowing what it can and cannot do, checking what matters, and keeping the framing and the final call. The EU AI Act asks organisations that use AI to support it in their people (Article 4).
Hidden profile
A group decision in which the best option only becomes visible once each member’s unshared knowledge reaches the table. Groups often miss it because they discuss mostly what everyone already knows (Stasser & Titus, 1985; Lu, Yuan & McLeod, 2012).
Decision rights
Who decides what, who must be consulted and who is informed. Clear decision rights let a team spend its debate on the question rather than on who owns the call.
Framing
Deciding what question we are answering before we search for answers: what is at stake, what would change the decision and where to look. Not to be confused with the framing effect, where the way options are presented sways the choice.
Shared framing
A team’s explicit agreement on what it is deciding, and why, before it debates the answers.
Decision density
The number, pace and consequence of the judgement calls a role requires in a given period. It rises as AI takes over execution and leaves more approvals, exceptions and calls behind.

Behavioural Measurement terms

The behavioral measurement toolkit: how Mindmarqs captures attention, effort and micro-behavior in real time.

Behavioral assessment
Measurement of what a person actually does in a task, rather than what they report about themselves.
Eye-tracking
Technology that records where and how long someone looks, used to infer attention and decision behavior.
GazetraQ™
Mindmarqs’ proprietary webcam technology that follows where attention goes on screen during a decision task, so behaviour can be described rather than self-reported.
Attention allocation
How a person distributes visual focus across information sources while making a decision.
Cognitive effort
The mental work a person puts into a decision. In the assessment it shows in behaviour: how much is read, how long it takes, and whether the effort holds under pressure.
Cognitive load
The total mental demand a task places on working memory and attention at a given moment.
Fixation
A period during which the eye remains relatively still on a point of interest, typically lasting 100 to 600 ms.
Saccade
A rapid eye movement that shifts gaze from one fixation point to another.
Micro-behavior
Small, often unconscious behaviors, such as a glance or a hesitation, that carry diagnostic signal.
Information gathering
The behavior of sampling available cues before committing to a choice.
Signal
Information that meaningfully reduces uncertainty about a decision.
Decision profile
A plain-language description of how a person decides in the assessment: how they read the information, how they weigh gain against cost and how readily they commit. It describes behaviour on one task, on one day, not a type.
Real-time behavioral data
Information captured while someone is completing a task, rather than after the fact.

Assessment Science terms

The science of measuring judgment, bias and decision-making, and how validity is established.

Construct validity
The degree to which an assessment actually measures the psychological construct it claims to measure.
Predictive validity
The degree to which an assessment score predicts future on-the-job performance.
Psychometrics
The science of designing, validating, and interpreting psychological measurements.
Psychometric test
A standardized test designed to measure abilities, traits, or cognitive functions in a reliable and valid way.
Self-report
Any assessment relying on what a person says about themselves, such as questionnaires, interviews, or CVs.
Judgment quality
How well a decision matches the underlying evidence, independent of the outcome.
Decision-making capacity
An individual's ability to gather, weigh, and act on information under uncertainty and time pressure.
Cognitive behavior
The relationship between thinking processes and observable actions, especially in how people process information and respond.
Cognitive behavior patterns
Observable patterns that reveal how a person thinks, processes information, and decides.
Bias susceptibility
The degree to which a person is influenced by cognitive biases when making judgments.
Unconscious bias
Automatic preferences and shortcuts that work below awareness and shape what we notice, how we weigh it and what we choose. Because we cannot report them reliably, they are better observed in behaviour than asked about.
Intuition bias
The tendency to rely too heavily on gut feeling rather than objective evidence when making decisions.
System 1 thinking
Fast, automatic, intuitive mental processing.
System 2 thinking
Slow, deliberate, effortful mental processing used for complex judgments.
Consistency
The degree to which someone makes stable decisions across similar situations.
Cognitive surrender
Accepting an answer from AI, an expert or a default, and stopping our own thinking once it appears: not because we have checked it, but because checking feels like effort.
Decision making
The process of choosing among options by evaluating available information and trade-offs.

Attention and self-regulation terms

How we direct attention, hold back the first reaction and decide what comes first.

Professional development
Activities that improve a person's skills, knowledge, and performance over time.
Attention control
The ability to stay focused on relevant information and ignore distractions.
Impulse control
The capacity to pause before acting and resist immediate reactions.
Inhibition control
The ability to suppress an unhelpful response in favor of a better one.
Prioritisation
Deciding what deserves attention first, and what can wait or be dropped. Under information overload it starts with framing: knowing the question tells you what to read.

Cognitive Readiness terms

How brain health, cognitive capability and human judgement create value for people, organisations and economies.

Brain Economy
An economic model that recognises brain health and cognitive capability as essential drivers of productivity, innovation and long-term prosperity.
Brain-Positive Environment
A workplace or organisational environment intentionally designed to support cognitive performance, learning, wellbeing and effective decision-making.
Collective Intelligence
The ability of groups, organisations or societies to solve complex problems by combining the knowledge, judgement and capabilities of many individuals.
Cognitive Flourishing
A state in which individuals consistently demonstrate strong judgement, learning, creativity, resilience and overall cognitive wellbeing.
Cognitive Infrastructure
The systems, environments and institutions that enable people to develop, maintain and apply their cognitive capabilities effectively.
Cognitive Readiness
The ability to think clearly, adapt quickly and make sound decisions in complex, uncertain and rapidly changing environments.
Cognitive Resilience
The ability to keep thinking and deciding well as pressure rises: time pressure, interruption, uncertainty or a heavy load of information. It can be trained.
Human Amplification
The use of artificial intelligence and technology to enhance rather than replace human judgement, creativity, collaboration and decision-making.
Polycrisis
A situation in which multiple interconnected crises interact and reinforce one another, creating complex challenges that cannot be solved independently.
Polytunity
The transformation of interconnected crises into interconnected opportunities through innovation, collaboration and investment in human capability.
Systems Thinking
The ability to understand how interconnected people, processes and systems influence one another when analysing problems and making decisions.
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