Cognitive mapping: Revealing the links between human factors and strategic goals in organizations

Village, Judy; Salustri, Filippo A.; Neumann, Patrick

doi:10.1016/j.ergon.2013.05.001

Cited by 35 publications

(25 citation statements)

References 37 publications

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“…The tool could support the macroergonomics approach as described by Kleiner (2004), the integration of HF as identified by Dul and Neumann (2009), and the development of the HF discipline (Dul et al 2012;Norros 2014). The conversations within the organisation can also help HF specialists to better appreciate how their knowledge is, and can be, integrated in other domains in the organisation, such as Village, Salustri, and Neumann (2013) and Village, Salustri, and Neumann (2016) found with the use of cognitive mapping. These new understandings can help organisations find new ways to apply HF throughout their systems and contribute to the 'organizational work' that many ergonomists are engaged in (Theberge and Neumann 2010).…”

Section: Discussionmentioning

confidence: 99%

“…These include a lack of organisational support and the perception that HF is common sense, relevant only to office setups, is solely a health and safety issue and that errors are a function of the person, not the design (Helander 2000;Neumann and Dul 2010;Perrow 1983). The communication of HF information to stakeholders has also been shown to lack appropriate context in reporting information and training content to non-specialists Village, Salustri, and Neumann 2013;Wulff, Westgaard, and Rasmussen 1999b;Hall-Andersen and Broberg 2014). Similarly, typical HF outcome measurements, providing much information on health risk and demands imposed at the worker level, do not connect well to global organisation goals and metrics which tend to have more financial or customer-oriented focus.…”

Section: Introductionmentioning

confidence: 99%

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Assessing human factors and ergonomics capability in organisations – the Human Factors Integration Toolset

et al. 2019

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This paper presents the development of a tool that allows an organisation to assess its level of human factors (HF) and ergonomics integration and maturity within the organisation. The Human Factors Integration Toolset (available at: https://www.researchgate.net/project/Human-Factors-Integration-Toolset) has been developed and validated through a series of workshops with 45 participants from industry and academia and through industry partnered field-testing. HF maturity is assessed across five levels in 16 organisational functions based on any of 31 discrete elements contributing to HF. Summing element scores in a function determines a percent of ideal HF for the function. Industry stakeholders engaged in field-testing found the tool helped to establish the status of HF in the organisation, plan projects to further develop HF capabilities, and initiate discussions on HF for performance and well-being. Improvement suggestions included adding an IT function, refining the language for non-HF specialists, including knowledge work and creating a digital version to improve usability. Practitioner summary: A tool scoring HF capability in 16 organisation functions has been developed collaboratively. Industry stakeholders expressed a need for the tool and provided validation of tool design decisions. Field-testing improved tool usability and showed that beyond scoring HF capability, the tool created opportunities for discussions of HF-related improvement possibilities.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Assessing human factors and ergonomics capability in organisations – the Human Factors Integration Toolset

et al. 2019

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“…To our knowledge, it has not been used in the HF domain. A detailed methodological review and demonstration of a single case study using cognitive mapping to elicit HF knowledge can be found in Village et al (2012Village et al ( , 2013.…”

Section: Methodsmentioning

confidence: 99%

“…The authors believe HF can enhance business performance in a learning organisation, but the first step within the organisation is to articulate a priori knowledge. We will demonstrate that cognitive mapping, a tool from the operations research and management fields, can translate tacit knowledge into practice (Village et al, 2013). By reframing corporate strategies to include HF and cut across organisational boundaries, new routines for action that include HF can be implemented (Neumann and Village, 2012;Tranfield and Smith, 1998).…”

Section: Background and Justificationmentioning

confidence: 99%

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Cognitive mapping links human factors to corporate strategies

Village

Salustri

Neumann

2016

EJIE

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Human factors (HF) can improve business performance. Our objective is to harness individual tacit knowledge from senior directors about human factors as it relates to strategic goals and to make explicit their shared managerial thinking with an aim to identifying improvement opportunities using HF. Individual cognitive maps were drawn during one-hour interviews with seven senior directors of a large electronics firm. The maps were then merged on a common strategic goal of 'improving quality' into a group map containing 221 concepts and 900 loops. In a two hour workshop with the directors, reducing fatigue, improving systems design, and reducing repetitive activities were concepts that emerged as critical-to-quality. Workshop discussions identified untapped improvement opportunities. Directors viewed the maps as a dynamic indicator of their HF performance. Making the connection between HF and strategic goals explicit can help an organisation identify opportunities to improve human, and therefore business, performance. [

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