Cognitive Science In Design Decision-Making: A Multidisciplinary Perspective

Authors

  • Usman Khalid Department of Management Sciences, COMSATS University Islamabad, Islamabad, Pakistan
  • Hassan Ahmed Department of Design and Human Factors, National University of Sciences and Technology (NUST), Islamabad, Pakistan

Keywords:

Cognitive Science, Design Decision-Making, Human Factors, Multidisciplinary Design., Human Factors, Multidisciplinary Design

Abstract

Cognitive science offers a framework for understanding how humans perceive, reason, and make decisions, which can significantly enhance design decision-making. Integrating cognitive principles into design management improves problem-solving, creativity, and user-centered outcomes. This article explores the intersection of cognitive psychology, neuroscience, and design studies, focusing on attention, memory, heuristics, and mental models in decision-making processes. Two graphical analyses illustrate cognitive process flow in design decisions and the influence of cognitive load on outcomes. Understanding these cognitive mechanisms enables designers and managers to structure design processes that align with human capabilities, fostering innovation and reducing errors in complex design environments.

References

Jansson, D. G., & Smith, S. M. (1991). Design fixation. Design Studies, 12(1), 3–11.

Cross, N. (2006). Designerly ways of knowing. London: Springer.

Simon, H. A. (1969). The sciences of the artificial. MIT Press.

Visser, W. (2007). Designing as construction of representations. Design Studies, 28(2), 103–122.

Goel, V., & Pirolli, P. (1992). The structure of design problem spaces. Cognitive Science, 16(3), 395–429.

Lawson, B. (2005). How designers think. Oxford: Architectural Press.

Goldschmidt, G. (1991). The dialectics of sketching. Creativity Research Journal, 4(2), 123–143.

Cross, N., Christiaans, H., & Dorst, K. (1996). Design cognition: Results from protocol and other empirical studies of design activity. Delft University Press.

Chandrasekaran, B. (1990). Design problem solving: A cognitive model. AI Magazine, 11(4), 59–71.

Dorst, K., & Cross, N. (2001). Creativity in the design process: Co-evolution of problem–solution. Design Studies, 22(5), 425–437.

Goel, V. (1995). Sketches of thought. MIT Press.

Shah, J. J., & Chandrasekaran, B. (2000). Quantitative studies of design cognition. Artificial Intelligence for Engineering Design, Analysis and Manufacturing, 14(2), 101–110.

Lawson, B., & Dorst, K. (2009). Design expertise. Oxford: Architectural Press.

Chandrasekaran, B., & Josephson, J. R. (2000). Representation in problem solving. AI Magazine, 21(4), 55–71.

Goel, V., & Pirolli, P. (1989). Structure in design problem solving. Cognitive Science, 13(1), 123–152.

Goldschmidt, G., & Smolkov, M. (2006). Variances in design cognition. Design Studies, 27(4), 423–438.

Lawson, B. (2004). What designers know. Architectural Press.

Cross, N. (2011). Design thinking: Understanding how designers think and work. Berg Publishers.

Gonzalez, C., & Lebiere, C. (2005). Cognitive architectures: Research issues and challenges. Cognitive Systems Research, 6(1), 1–13.

Chiu-Shui Chan. (2008). Design cognition: Cognitive science in design. Springer.

Ahmad, N. R. (2025). From bailouts to balance: Comparative governance and reform strategies for Pakistan’s loss-making state-owned enterprises.

Irk, E. (2025). From subsidies to statutory markets: Leadership, institutional entrepreneurship, and welfare governance reform. Lex Localis Journal of Local Self Government, 23(S6), 9549–9566. https://doi.org/10.52152/s59sjh53

Iqbal, J., & Murtaza, H. G. (2021). Nationalism on the horizon: Allama Iqbal’s criticism of Western nationalism. Jahan-e-Tahqeeq, 4(1).

Ahmad, N. R. (2026). AI-enabled public governance in developing states: Service delivery gains, accountability risks, and a practical risk-based regulatory model. https://doi.org/10.52152/wja5db40

Ahmad, N. R. (2025). Leadership styles in the 21st century: A comparative analysis of transformational and transactional leadership. Journal for Social Science Archives, 3(1), 576–587. https://doi.org/10.59075/jssa.v3i1.142

Ahmad, N. R. (2025). Corporate social responsibility in the digital age: Navigating ethical marketing and consumer expectations. Research Journal of Psychology, 3(1), 287–297. https://doi.org/10.59075/rjs.v3i1.66

Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. Free Press.

Wirtz, B. W., Weyerer, J. C., & Geyer, C. (2019). Artificial intelligence and the public sector—Applications and challenges. International Journal of Public Administration, 42(7), 596–615. https://doi.org/10.1080/01900692.2018.1498103

Lee, I., & Shin, Y. J. (2018). Fintech: Ecosystem, business models, investment decisions, and challenges. Business Horizons, 61(1), 35–46. https://doi.org/10.1016/j.bushor.2017.09.003

Hart, S. L., & Dowell, G. (2011). A natural-resource-based view of the firm: Fifteen years after. Journal of Management, 37(5), 1464–1479. https://doi.org/10.1177/0149206310390219

Sohail, N., Haque, A., & Suki, A. B. A. (2022). The influence of knowledge, innovation compatibility and social influence on adoption of halal cosmetics: An empirical evidence from Pakistan. International Journal of Innovative Research and Publications, 2(5), 1–17. https://doi.org/10.51430/IJIRP.2022.25.001

Downloads

Published

2025-06-30