Situation awareness and co-operation within and between hierarchical units in dynamic decision making

Artman, Henrik

doi:10.1080/001401399184776

Cited by 41 publications

(28 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Artman 1999, Granlund et al 2001. Although objectives and performance are clearer in these tasks, they have been used to evaluate group decision-making and problem-solving, which implies that their task complexity rivals Moro and Lohhausen's.…”

Section: European Complex Problem Solving (Cps)mentioning

confidence: 99%

Complex problem-solving: a field in search of a definition?

Quesada

Kintsch

Gómez

2005

Theoretical Issues in Ergonomics Science

View full text Add to dashboard Cite

Complex problem-solving (CPS) is as an area of cognitive science that has received a good amount of attention, but theories in the field have not progressed accordingly. The reasons could be the lack of good definitions and classifications of the tasks (taxonomies). Although complexity is a term used pervasively in psychology and is operationalized in different ways, there are no psychological theories of complexity. The definition of problem-solving has been changed in the past to reflect the varied interests of the researchers and has lost its initial concreteness. These two facts together make it difficult to define CPS or make clear if CPS should reuse the theory and methods of classical problem-solving or on the contrary should build a theoretical structure starting from scratch. A taxonomy is offered of tasks using both formal features and psychological features that are theory-independent that could help compare the CPS tasks used in the literature. The adequateness is also reviewed of the most extended definitions of CPS and conclude that they are in serious need of review, since they cover tasks that are not considered problem-solving by their own authors or are not complex, but ignore others that should clearly be included.

show abstract

Section: European Complex Problem Solving (Cps)mentioning

confidence: 99%

Complex problem-solving: a field in search of a definition?

Quesada

Kintsch

Gómez

2005

Theoretical Issues in Ergonomics Science

View full text Add to dashboard Cite

show abstract

“…Some researchers have suggested that a command and control structure is ine↵ective in emergencies and that decision-making would be improved by implementing a flatter and more cooperative structure [6,210]. However, employing an incident control system to manage an emergency is common amongst the emergency services and within Government agencies when a complex or large incident needs to be managed.…”

Section: Using An Incident Control System In the Mining Imtmentioning

confidence: 99%

“…However, in command and control, the overall hierarchy places the IC in charge of the whole event, meaning that the IC needs an understanding of the people involved, the broader teams and the responding-agencies which means that he/she must maintain a more overarching situation-awareness than the team-members to coordinate the teams and predict others' needs [6,155]. Essentially the IC is trying to maintain situation-awareness over a number of environments [219] and maintaining this additional level of awareness means additional demands on his/her cognitive resources [6]. It is recognised in other industries that it is unrealistic to assume one individual is capable of managing a large incident [6].…”

Section: Team Situation Awarenessmentioning

confidence: 99%

“…This means that the implementing an ICS in a mining IMT, on its own, does not automatically generate better performance. The incident control system is a structure alone, it does not decrease role conflict, work overload, role clarity, team task orientation, team coordination, team cohesion, team pride or job satisfaction [125] and in some cases is believed to be detrimental to collaboration [6], communication [215] and trust [82,132] and lead to teams working towards their own goals rather than the overall goal [132]. The incident management literature highlights skills such as teamwork and communication as being critical for e↵ective emergency response within the aviation, military, nuclear control, maritime, rail, health, fire services, and o↵shore oil and gas industries [73].…”

Section: Using An Incident Control System In the Mining Imtmentioning

confidence: 99%

“…However, in most cases a poor decision is the result of inaccurate or incomplete situation awareness [152]. Optimal situation-awareness does not guarantee good decisions or performance [6], but without situation-awareness the chances of optimal decisions and performance are slim [61].…”

Section: Situation Awarenessmentioning

confidence: 99%

See 2 more Smart Citations

The impact of non-technical issues on decision-making by coal mining incident management teams

Fuller¹

View full text Add to dashboard Cite

A serious incident in an underground coal mine can claim many lives in an instant. The lives of those who survive the initial moments can be dependent on the decisions made by the incident management team (IMT). The IMT is a team of mine employees assembled immediately upon the discovery of an incident to manage the response. Evaluations of annual emergency exercises conducted at underground coal-mines in Queensland have indicated that IMT decision-making is generally sub-optimal. This finding was echoed by the Royal Commission into the New Zealand Pike River Coal Mine Tragedy that occurred in 2010. In many other high-reliability roles technical and non-technical issues have been found to impact decision-making. The goal of this research is to explore the role of non-technical issues in emergency decision-making following an underground coal mining incident. A review of the Queensland emergency exercise reports, direct observation of emergency simulations, and interviews with twenty-five mining personnel with real-life incident management experience at underground coal mine emergencies has led to the development of a non-technical skills taxonomy for decision-making in mining IMTs. The decision-making process in a mining IMT has been shown to be a broad socio-psycho-technical process within which technical and non-technical issues cannot be separated. Technical, social and cognitive skills are imperative to maintain adequate communication, situation awareness and optimal decision-making throughout the emergency management process. Declaration by authorThis thesis is composed of my original work, and contains no material previously published or written by another person except where due reference has been made in the text. I have clearly stated the contribution by others to jointly-authored works that I have included in my thesis.I have clearly stated the contribution of others to my thesis as a whole, including statistical assistance, survey design, data analysis, significant technical procedures, professional editorial advice, and any other original research work used or reported in my thesis. The content of my thesis is the result of work I have carried out since the commencement of my research higher degree candidature and does not include a substantial part of work that has been submitted to qualify for the award of any other degree or diploma in any university or other tertiary institution. I have clearly stated which parts of my thesis, if any, have been submitted to qualify for another award.I acknowledge that an electronic copy of my thesis must be lodged with the University Library and, subject to the General Award Rules of The University of Queensland, immediately made available for research and study in accordance with the Copyright Act 1968.I acknowledge that copyright of all material contained in my thesis resides with the copyright holder(s) of that material. Where appropriate I have obtained copyright permission from the copyright holder to reproduce material in this thesis. Publications d...

show abstract