Recent work in the philosophy of mind and cognitive science (e.g., Clark and Chalmers 1998; Clark 2010a; Clark 2010b; Palermos 2014) can help to explain why certain kinds of assertions—made on the basis of information stored in our gadgets rather than in biological memory—are properly criticisable in light of misleading implicatures, while others are not.

When incorporating the environment into mental processing (cf., cognitive offloading), one creates novel cognitive strategies that have the potential to improve task performance. Improved performance can, for example, mean faster problem solving, more accurate solutions, or even higher grades at university.1 Although cognitive offloading has frequently been associated with improved performance, it is yet unclear how flexible problem solvers are at matching their offloading habits with their current performance goals (can people improve goal‐related instead of generic performance, e.g., when being (...) in a hurry and aiming for a “quick and dirty” solution?). Here, we asked participants to solve a cognitive task, provided them with different goals—maximizing speed (SPD) or accuracy (ACC), respectively—and measured how frequently (Experiment 1) and how proficiently (Experiment 2) they made use of a novel external resource to support their cognitive processing. Experiment 1 showed that offloading behavior varied with goals: Participants offloaded less in the SPD than in the ACC condition. Experiment 2 showed that this differential offloading behavior was associated with high goal‐related performance: fast answers in the SPD, accurate answers in the ACC condition. Simultaneously, goal‐unrelated performance was sacrificed: inaccurate answers in the SPD, slow answers in the ACC condition. The findings support the notion of humans as canny offloaders who are able to successfully incorporate their environment in pursuit of their current cognitive goals. Future efforts should be focused on the finding's generalizability, for example, to settings without feedback or with high mental workload. (shrink)

Human behavior unfolds primarily in built environments, where the arrangement of objects is a result of ongoing human decisions and actions, yet these organizational decisions have received limited experimental study. In two experiments, we introduce a novel paradigm designed to explore how individuals organize task-relevant objects in space. Participants completed goals by locating and accessing sequences of objects in a computer-based task, and they were free to rearrange the positions of objects at any time. We measure a variety of organization (...) changes and evaluate how these measures relate to individual differences in performance. In Experiment 1, we show that with weak structure in task demands, changes in object positions that arise through performance of the task lead to improved order, characterized predominantly by a centralization of frequently used items and a peripheralization of infrequently used objects. In Experiment 2, with increased task structure, we observe more refined organizational tendencies, with selective contraction and clustering of interrelated task-relevant objects. We further demonstrate that these more selective organization behaviors are reliably associated with individual differences in task performance. Collectively, these two studies reveal properties of space and of task demands that support and facilitate effective organization of the environment in support of ongoing behavior. (shrink)

Individuals frequently make use of the body and environment when engaged in a cognitive task. For example, individuals will often spontaneously physically rotate when faced with rotated objects, such as an array of words, to putatively offload the performance costs associated with stimulus rotation. We looked to further examine this idea by independently manipulating the costs associated with both word rotation and array frame rotation. Surprisingly, we found that individuals’ patterns of spontaneous physical rotations did not follow patterns of performance (...) costs or benefits associated with being physically rotated, findings difficult to reconcile with existing theories of strategy selection involving external resources. Individuals’ subjective ratings of perceived benefits, rather, provided an excellent match to the patterns of physical rotations, suggesting that the critical variable when deciding on-the-fly whether to incorporate an external resource is the participant's metacognitive beliefs regarding expected performance or the effort required for each approach. Implications for metacognition's future in theories of cognitive offloading are discussed. (shrink)