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My mistake? Enhanced error processing for commanded compared to passively observed actions.

Lisa Weller1, Katharina A Schwarz1, Wilfried Kunde1

  • 1Department of Psychology, University of Würzburg, Würzburg, Germany.

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Summary
This summary is machine-generated.

When someone else makes an error executing your command, your brain processes it more intensely. This enhanced error monitoring is an automatic outcome of delegating tasks to others.

Keywords:
error observationerror processingpost-error slowingsocial action

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Area of Science:

  • Cognitive Psychology
  • Neuroscience
  • Human-Computer Interaction

Background:

  • Humans frequently delegate actions to others to achieve goals.
  • Errors made by others during commanded actions can hinder goal attainment.
  • Understanding how individuals process errors in commanded actions is crucial.

Purpose of the Study:

  • To investigate how individuals process errors made by a follower during commanded actions.
  • To compare error processing for commanded actions versus passively observed actions.
  • To determine if commanding actions enhances error monitoring.

Main Methods:

  • Participants commanded an agent to perform key press responses or passively observed the agent.
  • The agent could either respond correctly or commit an error.
  • Behavioral (observation-related post-error slowing - oPES) and electrophysiological (observed-error-related negativity - oNE /oERN, observed-error positivity - oPE ) markers were used to assess error processing.

Main Results:

  • Error processing, measured by the observed-error-related negativity (oNE /oERN), was similar for commanded and observed actions.
  • Commanded actions resulted in significantly stronger observation-related post-error slowing (oPES).
  • Commanded actions also elicited a stronger observed-error positivity (oPE ).

Conclusions:

  • Enhanced monitoring of errors is an automatic consequence of commanding another person's actions.
  • The findings suggest a heightened sensitivity to errors when actively directing others.
  • This research sheds light on the cognitive mechanisms underlying delegation and error management.