Managing emergencies and abnormal situations in air traffic control (part II): Teamwork strategies

Malakis, Stathis; Kontogiannis, Tom; Kirwan, Barry

doi:10.1016/j.apergo.2009.12.018

Cited by 39 publications

(27 citation statements)

References 11 publications

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“…A slightly different teamwork model, applied in ATC, is the Taskwork and Teamwork strategies in Emergencies in Air traffic Management (T 2 EAM) model (Malakis, Kontogiannis, & Kirwan, 2010). It includes team orientation, coordination, information exchange (communication), change management, and error management (Table 3).…”

Section: Closed-loop Communicationmentioning

confidence: 99%

“…It includes team orientation, coordination, information exchange (communication), change management, and error management (Table 3). In a study by Malakis et al (2010), ATC students and operators were observed in simulated emergencies and abnormalities to validate their model. In the study, the participants did not have a formal leader.…”

Section: Closed-loop Communicationmentioning

confidence: 99%

“…Thus, information to maintain SA needs to be communicated within the team. Much research has been conducted regarding communication, team performance, and how to avoid communication failure in safety-critical environments (Artman & Garbis, 1998b;Lingard et al, 2004;Salas, Wilson, Murphy, King, & Salisbury, 2008;Malakis et al, 2010). However, communication is not a simple transfer of information from one agent to another.…”

Section: Situation Awareness and Mode Awarenessmentioning

confidence: 99%

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Human-automation teamwork : Current practices and future directions in air traffic control

Svensson

2020

Linköping Studies in Science and Technology. Dissertations

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This dissertation explores the topic of human-automation teamwork in Air Traffic Control (ATC). ATC is a high stakes environment where complex automation is being introduced while the human operator has the legal responsibility. With increasing demands on productivity in various industries (as also in ATC), automation is introduced for efficiency, maintaining safety, and to keep the workload of the human operator within acceptable limits. However, previous research has shown that automation may cause negative effects on the human operator and performance, such as forcing the operator out of the control loop, which might lead to problems or confusion. Previous research suggests a need for strengthening human-automation collaboration where automation is seen as a team member to keep the operator in the loop. In order to achieve such teamwork, the design of the automation needs to be human-centred, i.e. that the automation is designed for the underlying need of the operator.The aim of this dissertation is to explore teamwork in ATC from several angles to understand how the air traffic controllers are working in current ATC environments and how automation could be designed to support humanautomation teamwork. The included studies rely on interviews, simulations, and questionnaires, all with operational air traffic controllers as participants.The results indicate that for both human-human teamwork and humanautomation teamwork, teamwork factors such as adaptability and mutual performance monitoring (knowing what the other team members are doing) are important for the work performance in current ATC environments, where mutual performance monitoring is especially important during stressful situations.When designing automation, lessons learned from human-human teamwork should be considered. The work within the scope of this dissertation identifies and concerns two human-automation teamwork aspects: boundary awareness and implicit communication. These are proposed to support the operator's knowledge about the automation and the communication flow between the iv operator and the automation. Boundary awareness is the operator's knowledge of the automation's abilities, its boundaries (what it can or cannot manage), and about consequences if it would go outside of these boundaries. Implicit communication is the unspoken or implied small cues that the operator and the automation can use to communicate with each other. It is proposed that implicit communication can be based on the work patterns of the operator. The knowledge gained through the work in this dissertation can be used as a foundation for further research and design of automation regarding operator knowledge about the automation boundaries and the communication within the team. v vii INCLUDED PUBLICATIONS

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Section: Closed-loop Communicationmentioning

confidence: 99%

Section: Closed-loop Communicationmentioning

confidence: 99%

Section: Situation Awareness and Mode Awarenessmentioning

confidence: 99%

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Human-automation teamwork : Current practices and future directions in air traffic control

Svensson

2020

Linköping Studies in Science and Technology. Dissertations

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“…When an operator wants to make an intervention that might possibly affect other activities or systems, they have to make a case to gain access. This is similar to air traffic control where Malakis et al (2010) highlight the importance of advocating and defending own position in handling traffic situations. Mohammad et al's (2014) study of a simulation of an EMCS experiment 10 found that the operators drew on communicative strategies such as providing "heads up" messages, continuous reminders or "pushing" on the other positions when closing in on critical time constraints.…”

Section: Real-time Communication On the Voice Loop Systemmentioning

confidence: 79%

Accountability on the Fly - Accounting for Trouble in Space Operations

Almklov

Halvorsen

Johansen

2020

Comput Supported Coop Work

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The International Space Station (ISS) is research infrastructure enabling experiments in a microgravity environment. Building on a study of one of the ground control rooms in the ISS network, this paper concentrates on low-level operators and their efforts to display accountability in situations of trouble and problem solving. While the research infrastructure around the ISS is permeated by structural (bureaucratic) approaches to accountability (routines, procedures, audits and verifications), we discuss how real-time operations require a more dynamic form of continuously (re-)established accountability in the network of operators. In time-critical situations, operators need to establish accountability 'on the fly' in order to achieve the necessary agency to operate and troubleshoot their system. One key resource for this is the established voice loop system for synchronous communication. With significant constraints on the form and content of speaking turns, operators need to provide appropriate and recognizable accounts that align with the needs and expectations of the network. Based on an extensive multi-method study, with a focus here on recordings of voice loop interactions, we show how accounts of trouble are designed to manage uncertainty in the larger network, while also positioning the operators as competent and reliable members of the network. Conversely, inadequate accounts create uncertainty and delayed resolution of the issue. The design of accounts on the voice loop is crucial for time-critical articulation work in a distributed collaborative setting. The interactional details on the voice loop provide insights into the production and display of accountability, particularly relevant in networked organizations in which personal relations and trust can only play a marginal role and in which temporal constraints are critical. While the research literature has explored a wide variety of dimensions related to coordination and improvisation in distributed, mediated work environments, this study contributes with insights into the functions of verbal accounts in such contexts and how they may serve to supplement formal systems of accountability.7 See the discussion of anticipation in Patterson et al. (1999) and Rosness et al. (2016) prospective sensemaking for other takes on this. 8 The seamless way that anticipation and remediating measures for possible problems are distributed among hardware, software, scripts, procedures and training is the reason we stress that anticipatory work is sociotechnical, and that it goes far beyond anticipation as a cognitive process.

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“…the extent to which he/she is able to work independently or even supervise and train new employees. This is because it is a subjective matter and, additionally, an employee's performance depends on his/her character and personality as well as his/her ability to work in a group; therefore, it is hard to carry out an unambiguous assessment in this area (Malakis et al, 2010b).…”

Section: Input Variable Experiencementioning

confidence: 99%