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EXPORT DATE: 19 June 2026

@CONFERENCE{Eltahan2026,
author={Eltahan, Amira and Lee, Gaang and Hamzeh, & Farook },
editor={Hamzeh, Farook and Poshdar, Mani and Garcia-Lopez,, Nelly P. },
title={Cognitive load theory in lean construction: a framework for human-centered task design}, 
journal={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
booktitle={Proceedings of the 34th Annual Conference of the International Group for Lean Construction (IGLC 34)}, 
year={2026},
pages={329-340},
url={http://www.iglc.net/papers/details/2485},
doi={10.24928/2026/0176},
affiliation={Ph.D. Candidate, Department of Civil and Environmental Engineering, University of Alberta, Edmonton, Canada, eltahan@ualberta.ca, orcid.org/ 0000-0003-0501-4906 ; Assistant Professor, Department of Civil and Environmental Engineering, University of Alberta, Edmonton, Canada, gaang@ualberta.ca, orcid.org/ 0000-0002-6341-2585 ; Professor, Department of Civil and Environmental Engineering, University of Alberta, Edmonton, Canada, hamzeh@ualberta.ca, orcid.org/ 0000-0002-3986-9534 },
abstract={Construction projects depend not only on technical resources but also on workers' cognitive capacity to process information, coordinate tasks, and make rapid decisions in dynamic environments. Excessive cognitive demand often manifests as errors, delays, and safety incidents, yet current Lean practices rarely diagnose or address these hidden “cognitive wastes.” Cognitive Load Theory (CLT), originating in educational psychology, distinguishes between intrinsic load (from task-inherent complexity), extraneous load (from inefficiencies in task design or environment), and germane load (from productive learning). This paper introduces a framework for manifesting CLT in Lean Construction, positioning cognitive overload as a form of waste that undermines flow and value generation. The framework unfolds in four steps: (1) mapping cognitive load sources through task analysis, site observation, and worker feedback; (2) monitoring cognitive load; (3) intervening to optimize task design by reducing extraneous load, scaffolding intrinsic load, and supporting germane load; and (4) integrating cognitive metrics into Lean controls. The framework is demonstrated through the case of cutting fiberglass cable trays in a modular yard. This study advances a human-centred approach to task design and project control by embedding CLT into Lean practice. It reframes cognitive overload as a form of waste, thereby enhancing safety and productivity. },
author_keywords={Cognitive Load Theory, task complexity, human-centered task design, safety, continuous improvement. },
address={Singapore, Singapore },
issn={2789-0015 },
publisher={ },
language={English},
document_type={Conference Paper},
source={IGLC},
}