A new paper explores how managing cognitive load distribution is vital for navigating complex technologies and enabling their effective use.
In October 1935, the U.S. Army held a flying competition. On paper, Boeing’s entry, nicknamed the Flying Fortress, appeared to be the clear favorite. It was bigger, faster, and could fly farther than other bombers. Captained by an experienced test pilot, the Flying Fortress took off, rose 300 meters, stalled, and then came crashing down to Earth, killing the pilot and another crew member.
The problem was not mechanical. Nor was it poor training. Instead, as one newspaper put it, the bomber was “too much airplane for one man to fly.” With four engines and an array of complicated controls, the Flying Fortress required many intricate operations to be performed at once—more than even the most competent pilot could remember.









