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研究生: 詹柏勻
Chan, Po-yun
論文名稱: 以關鍵決策稽核法剖析會議口譯準備中的專家決策
Expert Interpreters' Decision Making in Conference Preparation— A Study Using the Critical Decision Audit Method
指導教授: 陳子瑋
Chen, Tze-Wei
口試委員: 李振清
Li, Chen-ching
陳彥豪
Chen, Peter Y. H.
袁之琦
Yuan, Zhi-Qi
汝明麗
Ju, Elma Ming-Li
陳子瑋
Chen, Tze-Wei
口試日期: 2023/07/06
學位類別: 博士
Doctor
系所名稱: 翻譯研究所
Graduate Institute of Translation and Interpretation
論文出版年: 2023
畢業學年度: 111
語文別: 英文
論文頁數: 258
中文關鍵詞: 會議口譯準備自然決策認知任務分析關鍵決策法知識稽核關鍵決策稽核專技研究口譯教學
英文關鍵詞: conference preparation, naturalistic decision making, cognitive task analysis, critical decision method, knowledge audit, critical decision method, expertise studies, interpreting pedagogy
研究方法: 半結構式訪談法認知任務分析關鍵決策法知識稽核關鍵決策稽核
DOI URL: http://doi.org/10.6345/NTNU202300823
論文種類: 學術論文
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  • 會議口譯準備(conference preparation, CP)與口譯品質的關係密不可分,因此近年來逐漸受到理論與實證研究的關注,惟口譯員在實際準備過程中所做的決策與思辯仍有待闡明,方能使相關文獻更臻完整。故此,本研究以自然決策研究傳統(naturalistic decision making, NDM)觀點出發,採用關鍵決策稽核法為主要研究方法(critical decision audit, CDA),剖析會議口譯準備流程中的關鍵決策。自然決策研究著重決策者在真實環境中所做的決策,而關鍵決策稽核法則結合兩種自然決策研究常採用的認知任務分析工具(cognitive task analysis, CTA)—即關鍵決策法(critical decision method, CDM)與知識稽核(knowledge audit, KA),兩者皆以系統性的方式,汲取並分析各領域專技所需的認知技能。本研究共邀請12位達專家水準的中英口譯員參與,藉由填寫會議準備日誌,詳細記錄一場選定會議前的各類準備工作。所蒐集日誌經研究者分析後,共得出八大重要決策點。所有受試者進一步於所選會議結束後接受關鍵決策稽核訪談,當中研究者透過預擬之深究問題(probe questions),請受試者分享各大決策點中所採用的策略與所關注的線索(cues),以及專家與新手之間的潛在差異。最終透過分析訪談,共得出54個專家於會議口譯準備中採用的策略與線索,與27項專家與新手之間的潛在差異。上述研究結果不僅有助拓展會議口譯準備現有的陳述性與程序性知識範疇,更進一步以認知觀點檢視會議準備流程,凸顯專家在準備會議決策過程中展現的認知思維與技能,供口譯員、教學者與口譯學生參考。

    Conference preparation (CP), a critical determinant of interpreting quality, has received increasing scholarly attention in recent years. Although existing research has extensively discussed its theoretical and prescriptive components, descriptive and empirical studies are still emerging to explore the practical aspects of CP. Furthermore, a review of the literature has revealed a need to explore the decisions and reasoning behind the actions taken throughout the CP process. As such, this study attempted to address this gap by employing the Critical Decision Audit (CDA) method to explore major decisions made by expert interpreters during CP from the perspective of Naturalistic Decision Making (NDM), a research paradigm that studies decision making in real-world, dynamic, and uncertain settings. The CDA method is a combination of the Critical Decision Method (CDM) and the Knowledge Audit (KA), both of which are derivatives of Cognitive Task Analysis (CTA), a family of knowledge elicitation methods used to elicit, analyze, and represent the cognitive expertise required to perform a task. A sample of 12 expert Mandarin-English interpreters was recruited to participate in the study. They first documented CP-oriented events during a chosen conference cycle in a diary. Eight main decision points were identified from these diaries, which served as the basis for the subsequent CDA interviews, where the researchers used pre-defined probe questions to delve deeper into the decision points. The interview results were analyzed and displayed in eight matrices to highlight decision-related cues, strategies, and potential expert-novice differences. In the end, the interviews revealed a total of 54 cues and strategies that the experts attended to in CP and 27 expert-novice differences, many of which were not documented in the interpreting literature. The study’s findings not only broadened existing declarative and procedural knowledge of CP but also revealed the subtle and cognitive aspects of decision making expertise in CP, yielding insights that may potentially benefit practitioners, trainers, and trainees. The study, as a preliminary endeavor to bridge NDM and interpreting research through CDA, has contributed to the literature and pedagogy by adding a cognitive perspective to the understanding of CP.

    Chapter 1 Introduction 1 1.1 Background of the Study 1 1.2 Problem Statement 3 1.3 Research Purpose and Questions 7 1.4 Potential Contributions of the Study 9 1.5 Definition of Key Terms 15 Chapter 2 Literature Review 18 2.1 Conference Preparation (CP) 18 2.1.1 Core Concepts 18 2.1.2 State-of-the-Art Review of Research 20 2.1.2.1 Sources, Timing, and Components. 26 2.1.2.2 Language- and Knowledge-Oriented Preparation. 28 2.1.2.3 Time Criticality in CP. 30 2.1.2.4 CP in Interpreter Training and Expertise Development. 33 2.1.3 Substantiating and Furthering Research on CP 36 2.2 Developments in Decision Making Research 39 2.2.1 Naturalistic Decision Making (NDM) and Its View of Expertise 43 2.2.2 Recognition-Primed Decision (RPD) 45 2.2.3 Situation Awareness (SA) 47 2.2.4 Differences between NDM and Previous Decision Making Research Paradigms 49 2.3 Cognitive Task Analysis (CTA) 51 2.3.1 Critical Decision Method (CDM) 54 2.3.2 Knowledge Audit (KA) 60 2.3.3 Critical Decision Audit (CDA) 65 2.4 Linking the Theoretical Framework, Methodology, and Research Questions of the Study 67 Chapter 3 Methodology 70 3.1 Research Design 70 3.2 Participants 71 3.3 Materials 76 3.3.1 The CP Diary: The Introduction and Consent Form, Basic Information, Assignment Information, and the CP Timeline 76 3.3.2 The CP Timeline 77 3.3.3 The CDA Interview Guidelines 79 3.4 Setting and Procedures 81 3.5 Data Analysis 84 3.5.1 Classification of the Major Decision Points 84 3.5.2 Treatment of the Interview Transcripts 89 3.5.3 Coding of the Interview Data 89 3.5.4 Validity and Reliability 94 Chapter 4 Results 98 4.1 Information on the Chosen Assignments 98 4.2 Major Decision Points in CP 100 4.2.1 Decision Point One: Logistics Management and Requirements Gathering 102 4.2.1.1 Past & Future/Big Picture: Asking for the Right Types of Materials. 103 4.2.1.2 Past & Future/Big Picture: Stressing Early Provision of Materials to Clients. 106 4.2.1.3 Past & Future/Big Picture: Availability of Bilingual Versions of Materials. 107 4.2.1.4 Past & Future/Big Picture: Language of the Presentation/Directionality of Interpreting. 107 4.2.1.5 Past & Future/Big Picture: Technical Aspects of the Meeting. 108 4.2.1.6 Noticing/Paying Attention: Lack or Inaccessibility of Materials. 109 4.2.1.7 Job Smarts/Technology: Ways to Communicate More Effectively with Clients. 110 4.2.1.8 Opportunities & Improvising: Confidential Materials. 111 4.2.2 Decision Point Two: Reception and Handling of Conference Materials 112 4.2.2.1 Past & Future/Big Picture: Checking Whether the Files Can Be Downloaded and Opened. 113 4.2.2.2 Past & Future/Big Picture: Inconsistencies in the Files Received. 114 4.2.2.3 Past & Future/Big Picture: A Quick Scan of the Materials Received. 115 4.2.2.4 Past & Future/Big Picture: Notes Contained in the Slides. 115 4.2.2.5 Noticing/Paying Attention: Unexpected Surprises Regarding Content and Format. 116 4.2.2.6 Job Smart/Technology: Renaming Materials with Numbers Based on the Order on the Agenda. 116 4.2.2.7 Job Smarts/Technology: Initial Sorting and Categorization of Materials. 117 4.2.3 Decision Point Three: Studying and/or Annotating Materials, Including Glossary Making and Translating Materials 118 4.2.3.1 Past & Future/Big Picture: The Level of Annotation. 119 4.2.3.2 Past & Future/Big Picture: The Thoroughness of Preparation. 121 4.2.3.3 Past & Future/Big Picture: Glossary Use. 123 4.2.3.4 Noticing/Paying Attention: An Initial Assessment of Materials. 124 4.2.3.5 Noticing/Paying Attention: Language of the Presentation. 125 4.2.3.6 Job Smarts/Technology: Glossary Reuse. 125 4.2.3.7 Job Smarts/Technology: Use of Technology—Machine Translation. 126 4.2.3.8 Job Smarts/Technology: Use of Technology—Speech-to-Text for Pre-Recorded Videos. 127 4.2.3.9 Job Smarts/Technology: Use of Technology—ChatGPT. 128 4.2.3.10 Opportunities & Improvising: Disproportionately Large Amounts of Materials. 130 4.2.3.11 Opportunities & Improvising: Material Difficulty Beyond Expectations. 133 4.2.4 Decision Point Four: Reception and Comparison of Different Versions of Materials 134 4.2.4.1 Past & Future/Big Picture: Initial Comparison to Assess the Degree and Content of Change. 135 4.2.4.2 Past & Future/Big Picture: Aspects of the Update to Attend to. 136 4.2.4.3 Opportunities & Improvising: Complete Change of Content. 136 4.2.5 Decision Point Five: Non-Material-Initiated Preparation Both Before and After the Receipt of Preparation Materials 137 4.2.5.1 Past & Future/Big Picture: Speaker Information. 139 4.2.5.2 Past & Future/Big Picture: Accumulation of Content and Linguistic Knowledge. 139 4.2.5.3 Past & Future/Big Picture: Supplementary Sources of Materials. 140 4.2.5.4 Past & Future/Big Picture: When to Start and Stop. 141 4.2.5.5 Opportunities & Improvising: No Material—Press Release and Other Client-Related Information. 142 4.2.5.6 Opportunities & Improvising: No Material—Information on the Agenda. 143 4.2.5.7 Opportunities & Improvising: No Material—Video of Speakers. 144 4.2.5.8 Opportunities & Improvising: No Material—Early Glossary Building. 145 4.2.5.9 Opportunities & Improvising: No Material—Time as a Determinant. 146 4.2.5.10 Opportunities & Improvising: No Material—Subject Matter Difficulty as a Determinant. 147 4.2.6 Decision Point Six: Final Preparation Before the Meeting 148 4.2.6.1 Past & Future/Big Picture: Going over Materials. 149 4.2.6.2 Past & Future/Big Picture: Final Glossary Management. 150 4.2.6.3 Past & Future/Big Picture: Confirmation of Travel and Equipment. 151 4.2.6.4 Opportunities & Improvising: Sufficient Sleep. 151 4.2.7 Decision Point Seven: Preparation on the Day of the Conference 153 4.2.7.1 Past & Future/Big Picture: Early Arrival at the Venue. 154 4.2.7.2 Past & Future/Big Picture: Final Review of Materials. 156 4.2.7.3 Past & Future/Big Picture: Final Logistical Confirmation. 157 4.2.7.4 Opportunities & Improvising: Last-Minute Arrival of Materials. 158 4.2.8 Decision Point Eight: Collaboration and Coordination with Colleagues 160 4.2.8.1 Past & Future/Big Picture: Division of Preparation Workload with Colleagues. 161 4.2.8.2 Past & Future/Big Picture: Familiarity with Colleagues. 163 4.2.8.3 Past & Future/Big Picture: Cross-Checks of Consistency. 164 4.2.8.4 Noticing/Paying Attention: On-Site Arrival of Materials. 165 4.2.8.5 Job Smarts/Technology: Collaboration over the Internet. 165 4.2.8.6 Opportunities & Improvising: Different Paces of Preparation Between Colleagues. 166 4.2.8.7 Opportunities & Improvising: Changes to the Agenda. 167 Chapter 5 Discussion and Conclusion 168 5.1 Macro Themes That Emerged from the Findings 168 5.1.1 The Experience of the Experts That Fosters Situation Awareness and Anticipatory Thinking 168 5.1.2 Time Criticality as a Key Consideration in CP 173 5.1.3 The Knowledge Acquisition and Construction Process of the Experts 177 5.1.4 Expert-Novice Differences in the Big Picture Mindset 181 5.1.5 Disparity Between the Classroom and the Real World 185 5.1.6 Core Interpreting Skills as a Determinant of Interpreting Quality 189 5.1.7 The Role of Technology in the Interpreter's CP Workflow 192 5.2 Research Question One: What Are the Major Decision Points During CP? 196 5.3 Research Question Two: What Cues and Strategies Do Experts Rely on When Preparing for Assignments? 197 5.4 Research Question Three: What Are the Pedagogical Implications That Can Be Drawn from These Discoveries? 200 5.4.1 The Value of CTA-Informed Pedagogy 200 5.4.2 Bringing Tacit Knowledge and Subtle Aspects of Expertise to Trainees’ Attention 202 5.4.3 Codifying Cognitive and Decision Making Training Requirements 205 5.4.4 Scenario-Based Training 206 5.4.5 Cognitive Feedback 211 5.5 Conclusion 213 5.5.1 Context and Research Gap 213 5.5.2 Methodology 214 5.5.3 Main Themes in CP 215 5.5.4 Addressing the Research Questions 216 5.5.5 Limitations of the Study 218 5.5.6 Recommendations for Future Research 220 References 224 Appendix 1 會議口譯準備策略研究準備日誌 240 Appendix 2 The CDA Interview Guidelines 245 Appendix 3 All CP Events Recorded by the Subjects 246 Appendix 4 保密同意書 258

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