Human factors design guidelines for multifunction displays.

Mejdal, Sig; McCauley, Michael E.; Beringer, Dennis B.

doi:10.1037/e403242004-001

Cited by 13 publications

(7 citation statements)

References 110 publications

(99 reference statements)

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“…However, much research on basic psychological processes has been conducted that can be used to formulate such guidelines. This observation has been appreciated by many researchers, who have understood the fundamental point that effective displays must play to the strengths of human information processing and must avoid relying on the weaknesses of such processing (e.g., Aspillaga, 1996; Helander et al, 1997; Mejdal et al, 2001; Vekiri, 2002; Watzman, 2003; Stanney et al, 2004). …”

Section: Eight Cognitive Communication Principlesmentioning

confidence: 99%

PowerPoint® Presentation Flaws and Failures: A Psychological Analysis

Kosslyn¹,

Kievit²,

Russell³

et al. 2012

Front. Psychology

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Electronic slideshow presentations are often faulted anecdotally, but little empirical work has documented their faults. In Study 1 we found that eight psychological principles are often violated in PowerPoint® slideshows, and are violated to similar extents across different fields – for example, academic research slideshows generally were no better or worse than business slideshows. In Study 2 we found that respondents reported having noticed, and having been annoyed by, specific problems in presentations arising from violations of particular psychological principles. Finally, in Study 3 we showed that observers are not highly accurate in recognizing when particular slides violated a specific psychological rule. Furthermore, even when they correctly identified the violation, they often could not explain the nature of the problem. In sum, the psychological foundations for effective slideshow presentation design are neither obvious nor necessarily intuitive, and presentation designers in all fields, from education to business to government, could benefit from explicit instruction in relevant aspects of psychology.

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Section: Eight Cognitive Communication Principlesmentioning

confidence: 99%

PowerPoint® Presentation Flaws and Failures: A Psychological Analysis

Kosslyn¹,

Kievit²,

Russell³

et al. 2012

Front. Psychology

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“…In particular these problems are strictly related to the FMS, that is the core of the automation. The main issues of the human-automation interaction are [8,9,[13][14][15][16][17][18][19][20]:…”

Section: Automation Interaction Problemsmentioning

confidence: 99%

FMS for Unmanned Aerial Systems: HMI Issues and New Interface Solutions

Damilano

Guglieri

Quagliotti

et al. 2011

J Intell Robot Syst

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To integrate UASs in the NAS, an improvement in navigation, planning, communication and 4D trajectory control capabilities is mandatory. A way to obtain this enhance is to adopt a Flight Management System. A FMS for an UAS has some differences with respect to one for a manned aircraft, in terms of architecture and performed functions. In particular, from HMI point of view, the specific UAS human factor issues shall be added to the current manned FMS interface lacks. Starting from these considerations, a new FMS HMI for the Alenia Aeronautica TCS has been developed, using as data entry devices two touch screens.

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“…For example, numerous false terrain warnings from first-generation Ground Proximity Warning Systems led to mistrust, and eventually pilots failed to heed the warnings and the required ground avoidance maneuvers. Unfortunately, in many cases the warnings were true, and an abundance of fatal accidents resulted because of the human mistrust of the automated systems information (Mejdal, McCauley, & Beringer, 2001). More recently, conflicting information from human air traffic controllers and the automated Traffic Alert and Collision Avoidance Systems in two aircraft regarding an impending midair collision resulted in disaster (National Transportation Safety Board, 2002).…”

Section: Individual Characteristicsmentioning

confidence: 99%

Automated Systems in the Cockpit: Is the Autopilot, "George," a Team Member?

Hoeft¹,

Kochan²,

Jentsch³

2006

Creating High-Tech Teams: Practical Guidance on Work Performance and Technology.

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In the earliest days, air transports were operated by a single pilot because the airplanes in the 1920s were small and rudimentary. As the size and the sophistication of equipment increased, a copilot was added to help the captain in controlling the airplane and monitoring the systems, thereby improving safety. The 1930s brought about four-engine transports, the artificial horizon, and the first autopilot prototypes. As flights became longer and cockpits acquired more equipment, a flight engineer was added to the crew. Soon thereafter, multiple engineers, navigators, radio operators, and stewards were also necessary to accomplish all of the tasks facing the team on a typical flight or mission.By the 1950s, the size of the human team began to shrink as navigators and radio operators were replaced with new, more reliable ground-based communication and navigation equipment. At first, the main thrust for the rapid development and implementation of automation revolved around human performance limitations as aircraft flew higher, faster, and for longer periods of time. Early research studies on pilot stress and fatigue (e.g., McFarland, 1953) were often presented as evidence for the advantages of 243

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Human factors design guidelines for multifunction displays.

Cited by 13 publications

References 110 publications

PowerPoint® Presentation Flaws and Failures: A Psychological Analysis

PowerPoint® Presentation Flaws and Failures: A Psychological Analysis

FMS for Unmanned Aerial Systems: HMI Issues and New Interface Solutions

Automated Systems in the Cockpit: Is the Autopilot, "George," a Team Member?

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