Understanding Cognitive Load Theory

Cognitive Load Theory (CLT) is a concept that educational psychologists have developed to understand the load that performing a particular task places on a learner's cognitive system. The theory was developed by John Sweller in the late 1980s. The central tenet of CLT is that the quality of instructional design can be raised if greater consideration is given to the role and limitations of working memory.

Types of Cognitive Load

There are three types of cognitive load:

• Intrinsic cognitive load: This is the effort associated with a specific topic. It cannot be altered by an instructor.
• Extraneous cognitive load: This is generated by the manner in which information is presented to learners and is under the control of instructional designers. Extraneous cognitive load can be reduced by designing instructional materials that do not involve problem solving.
• Germane cognitive load: This refers to the work put into creating a permanent store of knowledge, or schema. Instructional designers should aim to limit extraneous load and promote germane load.

Effects of Heavy Cognitive Load

Heavy cognitive load can have several potential effects on individuals and teams:

• Decreased Productivity: When cognitive load is high, individuals may struggle to process information efficiently, leading to slower work rates and decreased productivity.
• Increased Errors: High cognitive load can lead to increased errors as individuals may overlook details or make mistakes due to the overwhelming amount of information they are trying to process.
• Burnout: Over time, consistently high cognitive load can lead to burnout. This is a state of chronic physical and emotional exhaustion, often accompanied by feelings of cynicism and detachment from work, as well as a sense of ineffectiveness and lack of accomplishment.
• Impaired Decision-Making: High cognitive load can impair decision-making abilities. When the brain is overloaded with information, it can struggle to effectively weigh options and make sound decisions.
• Reduced Creativity: High cognitive load can also stifle creativity. When the mind is preoccupied with processing a large amount of information, there is less mental energy available for creative thinking and problem-solving.
• Poor Memory Retention: When cognitive load is high, individuals may struggle to retain new information. This is because the working memory has a limited capacity and can only hold a certain amount of information at once.
• Impaired Learning: High cognitive load can interfere with learning. When the working memory is overloaded, it can be difficult to absorb new information and integrate it with existing knowledge.
• Reduced Engagement and Satisfaction: High cognitive load can lead to reduced engagement and satisfaction at work. When work consistently demands a high level of cognitive effort, it can become exhausting and frustrating, leading to lower job satisfaction.

In the context of a Scrum team, these effects can lead to lower team performance and morale, and potentially result in higher turnover rates. Therefore, it's important for Scrum teams to be mindful of cognitive load and take steps to manage it effectively.

How Scrum Addresses Cognitive Load

The Scrum framework, as outlined in the Scrum Guide, provides several mechanisms that can help manage and reduce cognitive load:

• Sprint Planning: During Sprint Planning, the team plans the work for the upcoming Sprint. This includes breaking down tasks into manageable chunks, which can help reduce cognitive load by allowing team members to focus on one piece of work at a time.
• Daily Scrum: The Daily Scrum is a short meeting where the team inspects the work done on the previous day and plans the work for the current day. This regular inspection and adaptation can help manage cognitive load by providing a clear focus for each day's work.
• Sprint Review: The Sprint Review is a chance for the team to inspect the Increment and adapt the Product Backlog. This can help manage cognitive load by providing an opportunity to reflect on the work done and to adjust the plan for future work.
• Sprint Retrospective: The Sprint Retrospective is an opportunity for the team to inspect itself and create a plan for improvements to be enacted during the next Sprint. This can help manage cognitive load by providing a space for the team to reflect on their processes and to make changes that can reduce complexity and streamline work.

Additional Strategies for Managing Cognitive Load

In addition to the mechanisms provided by Scrum, teams can employ additional strategies to manage cognitive load:

• Limit Work in Progress: Limiting work in progress (WIP) can help reduce cognitive load by allowing team members to focus on a smaller number of tasks at a time.
• Use Visual Management Tools: Visual management tools, such as Kanban boards, can help reduce cognitive load by making the state of the work visible and easy to understand.
• Invest in Continuous Learning: Regularly investing time in learning and improvement can help manage cognitive load by increasing the team's knowledge and skills, making complex tasks easier to handle.