Lecture notes, Human Factors course 3.5-8 PDF

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Human Factors Lecture 03 Information Processing – Ref, Robson Chap 7 Wiegmann & Schappell - HFACS The pilot is the a/c brain. The total command task is mostly information processing    

Gathering date Considering option Making decisions Making control inputs and correction

The Information Processing Model - Define

The brain  

Data processing and decisions made in the brain are not made simultaneously but sequentially Data are placed in a queue - according to priority. We don’t multi task, we prioritise

The nervous system  

Nerves pass all electrical signals to and from the brain and gather and distribute in the brain The info is sorted and moved around according to its nature e.g. the brain processes math calculations in one aream

Basic models of information processing Stimulation – Sensors receive a signal Perception Analysis

Action Feedback Perception     

Involves the senses receiving some info and then the brain analysing it to make it meaningful When you chooce to process an image/sound etc it must be recognised. This is usually done by comparing with what is in stored memory The process of making sense of what we see, hear and feel is called perception The skill of comparing what you see to what is in the stored memory is called patternmatching What we perceive can be biased, confused, misread or

Expectation There is also basis involved in what we see and what we expect to see. For instance, on a cross country flight we may convince ourselves that the ground features below match the mental mode of position. Inflexibility called mind-set. Stress We can usually time share easily but in times of stress or over-concentration on one task this can be inhabited Perception abnormalities Hallucinations – false perception of something that is not reallt there Illusions – False perception due to misinterpretation of the stimuli e.g. optical illusions such as sloping ground and false horizons Decision making Memory     

Sensory memory Working memory Short-term memory Long-term memory NB short term memory and working memory are considered to be the same. However there is a difference in their data retention

Memory Problems

Lecture 5 – Leadership and Teamwork Team characteristics -

Made up of 2 or more individuals who interact and are independent Team members should think of themselves as a team (not as a group of individuals) A common or shared purpose/goal Each need the help of another to accomplish their goal Members must have the ability to act in a unified manner Members must be able to communicate, influence and react to one another

4 Characteristics of a Team -

Roles – specific tasks and duties that each person is given Norms – rules and standards of behaviour expected between the team Communication structure – rules about who talks to whom/hierarchy Power structure/gradient – who has the most power?

Team Performance -

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Consider the characteristics and see how easy it is for teams to break down o Shutting out a team member by ignoring him, leaving him out the loop, or making him feel bad – we have crippled the team o If communication breaks down o If we fail to act in a unified manner Sometimes these things are done without realising it and then we wonder why things went wrong

Teamwork in an Aviation Environment -

Large modern aircraft flown by teams, not individual pilots Pilots/engineers/ATC/admin etc all working together to achieve the talk efficiently and safely Complexity of talk has increased as technology has advanced, need skills of more than one person Redundancy – having more than you need for the job e.g. 2 pilots, 2 engines

Teamwork There are four stages in a team’s lifecycle -

Pre-arrival – all those things the team bring with them, knowledge, professionalism, expectations, assumption and stresses Team creation – from first greeting to completion of task Job execution – team doing its work, planning, problem solving Team termination – end of job, team dispersing

Problem solving -

Many approaches including ignoring a problem and hope it goes away. 5-step fundamental problem solving. Clarify the situation Look for ideas and share information Evaluate different solutions Act on your decision Review performance Known as CLEAR approach. Our aim is to make CLEAR both the both the problem and solution.

How people behave in a team -

Bystander effect - people feel safer in a large group but are less likely to help people Conformity – in the right situations people can be pressured into doing anything. Why this blind obedience? Team productivity and social loafing – larger the team, the less the individual effort

How to overcome problems Bystander effect and social loafing -

Give each person a responsibility Get the team to evaluate its own performance

Productivity -

Team can still achieve more than an individual When need for problem solving, more talents and skills available. More probability of finding a solution.

Decision-making in Teams -

Group polarisation - the way the group is leaning e.g. if cautious, final decision even more cautious. If risky, final decision will be more risky than made by an individual. Group think – highly cohesive team – conformity not careful analysis, always negative Ingroup and Outgroup

LEADERSHIP LECTURE 6 – FATIGUE Sleep A state of not being awake: a state of partial or full unconsciousness in people and animals Why do we sleep? -

Revitalise mind and body in preparation for activities of following day

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1:2 ratio (8hrs of sleep = 16 hrs of activity)

REM/NREM Sleep -

REM – Rapid Eye Movement NREM – Non-Rapid Eye Movement Sleep The body cycles in and out of these during the night. Assure that your body and brain obtain sufficient

REM sleep -

Related to strengthening and organising memory. Brain activity similar to waking Associated with active dreaming REM deprivation over a prolonged period can lead to lasting changes in brain function

NREM Sleep -

Related to body

Sleep – NREM -

Stage 1 Stage 2 Stage 3 and 4 – Deep sleep or slow wave sleep o Deep sleep allows the brain to go on a little vac

REM sleep is associated with an extremely active brain that is dreaming and with bursts of rapid eyes movements (probably following the activity of the dream) During REM sleep, the major motor muscles of the body are paralysed. If awakened during REM sleep, individuals can often provide detailed accounts Nature: Body Rhythms Circadian Rhythms -

Regular sleep-wakefulness is one Others include body temp Digestive system – hunger and elimination of waste They are connected to each other and form the circadian rhythms. Therefore it can be very difficult to change some body rhythms and have them all synchronised

Yerkes- Dodson Curve – Arousal Curve Circadian dysrhythmia Body clock and flying -

Crossing time zones can cause problems Desynchronisation of body rhythms (Circadian dysrhythmia)

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Different body rhythms change at different rates Light and melatonin affect sleep-wakefulness rhythm Prevent jet-lag – fight the desire to sleep during the day ad try to get onto normal day/time

Performance at different stages of the rhythm -

Peak performance: high body temp (normally awake) Low performance: Low body temp (normally asleep) sleep disturbed 4 or 6am Performance Hard to fall asleep

Sleep FACTORS AFFECTING SLEEP What is fatigue? -

Extreme tiredness Feeling exhausted

Causes of fatigue -

Disturbance of circadian rhythms Time

Symptoms of Fatigue -

Difficult to make decisions Need to recheck information Alertness and reaction times decreased Irritability and mood swings Short term memory loss Fixation Reduced ability to concentrate on multiple tasks A feeling of indifference to one’s performance Distractibility Reduced visual perception Personality changes Depression Physical symptoms – slurred speech, yawning Behave automatically

Performance and Fatigue -

Increased pressure for sleep that results from inadequate amounts of physiological normal sleep

CRM Safety Video (Airtime CASA) LECTURE 7 – Ergonomics and Automation Ergonomics -

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The scientific discipline concerned with the understanding of the interactions among humans and other elements of a system, and the profession that applies theoretical principles, data and methods to design in order to optimize human well-being and overall system performance. Practitioners of ergonomics, ergonomists, contribute to the planning, design and evaluation of tasks, jobs, products, organisations, environments and systems in order to make them compatible with the needs, abilities and limitations of people.

Physical, cognitive, organisational ergonomics – just read, not important Basic T Instrumentation – Human Being Pilot Chapter 12 Automation -

Won’t be asked definitions in exams The use of control systems and IT to reduce the need for human intervention The use of computers to control a particular process in order to increase reliability and efficiency, often through the replacement of employees. Focus on 2 aspects – the introduction of “computers” and the goal of reducing “human involvement” in the performance of a task

Resilience – coping with the unexpected in unstable systems Knowledge driven vs. Procedure driven – Rene Almaberti 2010 Evidence-based Training (EBT) Develop a new paradigm for competency based training and -

Risk management based on statistics We can anticipate 95% of all incidents The importance lies in the 5% The majority of data are reactive Accidents are difficult to predict

Sioux City – black swan event

LECTURE 8 – Judgement and Decision-making Objectives -

To consider different decision making models To maximise creativity and logic in decision-making To acquire decision making tops and tricks.. To become aware To ready yourself

Definition – Decision-making The process of examining possibilities and options, comparing them and choosing a course of action Making Effective Decisions Factors -

Perception Priority Acceptability Risk Resources Goals Values Demands Style Judgement

Six (6) C’s of Decision making + R (EXAM) -

Construct a clear picture of precisely what must be decided. Compile a list of requirements that must be met. Collect information on alternatives that meet the requirements Compare alternatives that meet the requirements Consider the “what might go wrong” factor for each alternative Commit to a decision and follow through it REVIEW

Inherent Personal Traps -

Not considering risks (likelihood and consequence) Letting fears and biases tilt your thinking and analysis Getting lost in the minutia can cause trouble Craving for unanimous approval

Inherent System Traps -

Willing to begin with too little, inaccurate, or wrong information

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Overlook viable alternatives or waste time considering alternatives which have no realistic prospects Not following the 6 Cs Failure to clearly define the results you expect to achieve Worst of all, failure to reach a decision

Decision making and Memory Figure – Source: Bernhard Wenzl Information processing – Sensors/sensory input Models of Decision-Making Technical Skills (stick and rudder) -

These skills are easier to measure than non-technical skills These skills have been accessed due to regulatory compliance Due to measures used,

Non-technical skills -

Originated from CRM in aviation industry Further developed from research within complex fields such as aviation, medicine and nuclear. Split up into social and cognitive skills Breakdown social (co-operation and leadership management) and cognitive ( situational awareness and decision-making)o

Attitude – Definition -

A state of mind of a feeling or disposition: having a positive attitude about work of being arrogant or hostile.

Aeronautical Decision Making -

FAA publication on Aeronautical Decision making (ADM) AC#60-22 (Dec 1991) Approach to risk management How Attitude affects ADM Attitude self-profiling How attitude can be changes

ADM – Definition -

Systematic approach to the mental process used by pilots to consistently determine the best course of action in a given set of circumstances

Attitude – Definition

Attitude Management 5 Hazardous Attitudes Anti-Authority -

Found in people who do not like anyone telling them what to do Pilots that express such as attitude are usually resentful towards comments or advice from others They also then to disregard operation procedures, rules and regulation Antidote – follow the rules, consider advise from others

Invulnerability -

Impossible to hard Found in people that feel accidents happen to others and never to them Who thing this way a more likely to take chances and increase risk Such attitudes would cause pilots to overlook certain issues that they feel are less important Remember accidents happen to ANYONE Antidote – Self-talk, it could happen to me

Macho -

Pilots have a tendency to show good they are Many associate this attitude with males but such attitude also occurs in females Occurs when pilots are trying to prove themselves in the wrong way, involves taking unnecessary risks Antidote – Self-talk – taking chances (risks) is foolish

Impulsivity -

Occurs in people who feel the need to do something, immediately Who display Antidote-

Resignation -

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Found in people that do not see themselves able to make a great deal of difference in what happens in the situation o When operation at the flight don’t go as planned or confusion arises Antidote – self-talk- im not helpless, I can make a difference

Conclusion -

If hazardous attitudes are not corrected, they contribute to poor judgement and have played a part in many aircraft accidents in the past The first step is to positively identify the attitude After a crew recognised a thought as hazardous and identifies it they should state the correct antidotes

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Crews should memorise the antidotes so that they come to mind when needed...