Understanding how Train Dispatchers Manage and Control Trains: A Cognitive Task Analysis of a Distributed Team Planning Task

Roth, Emilie M.; Malsch, Nicolas; Multer, Jordan; Coplen, Michael

doi:10.1177/154193129904300319

Cited by 10 publications

(8 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Indirect techniques include voice inflection, timeline calls, picture calls that specify constraints, and communication repetition when the desired response is not obtained the first time. Although more and less experienced NFOs did not appear to differ with respect to knowledge of teammates' support requirements, the data indicate that more experienced NFOs may anticipate those requirements and provide support proactively more often than less experienced NFOs, a characteristic associated with expertise in previous research (e.g., Roth, Malsch, Multer, & Coplen, 1999). More experienced NFOs tend to be more aware of their own limitations and constraints that may affect how they are able to respond to various situations.…”

Section: Coa-focused Assessmentmentioning

confidence: 52%

A Cognitive Task Analysis of Coordination in a Distributed Tactical Team: Implications for Expertise Acquisition

Neville

Fowlkes

Nelson

et al. 2003

Proceedings of the Human Factors and Ergonomics Society Annual

View full text Add to dashboard Cite

A Cognitive Task Analysis (CTA) was conducted to examine distributed team coordination expertise. Knowledge associated with air wing strike team coordination challenges was elicited from E-2C Naval Flight Officers (NFOs) with varying levels of experience, and was assessed using a methodology consisting of multiple qualitative assessment techniques. Results include: (1) insight into the organizational structure of NFO team coordination knowledge; (2) rich representations of NFO team coordination knowledge that may be used to populate training and performance support tools; (3) experience-related differences in the use of knowledge and skill to support team coordination; and (4) knowledge and skill categories that support team coordination. Each of these results may contribute to the design of performance support tools and training guidelines, strategies, and content that enhances team coordination.

show abstract

Section: Coa-focused Assessmentmentioning

confidence: 52%

A Cognitive Task Analysis of Coordination in a Distributed Tactical Team: Implications for Expertise Acquisition

Neville

Fowlkes

Nelson

et al. 2003

Proceedings of the Human Factors and Ergonomics Society Annual

View full text Add to dashboard Cite

show abstract

“…Unstructured interviews are most appropriate early in the knowledge acquisition process, when the analyst is attempting to gain a broad overview of the domain while building rapport with the domain practitioners. More typically, CTA analysts will use a semistructured interview approach, in which a list of topics and candidate questions is generated ahead of time, but the specific topics and the order in which they are covered is guided by the responses obtained (e.g., Mumaw et al, 2000;Roth et al, 1999).…”

Section: Knowledge Acquisition Methodsmentioning

confidence: 99%

“…Generally, cognitive work has been analyzed at a more "macrograin" level of analysis, sometimes referred to as macrocognition, in which the focus is on describing informationgathering, decision-making, and collaborative strategies rather than the elemental cognitive processes (Klein, Ross, Moon, Klein, & Hollnagel, 2003). Examples include a study that examined the strategies by which railroad dispatchers managed the multiple demands placed on track usage to maintain efficiency and safety (Roth, Malsch, Multer, & Coplen, 1999); a study that examined the strategies used by experienced hackers to attack a computer network (Stanard et al, 2004); and research that examined how emergency ambulance dispatchers keep track of ambulances and make ambulance allocation decisions (Chow & Vicente, 2002).…”

Section: Uncovering Practitioner Knowledge and Strategiesmentioning

confidence: 99%

Analysis of Cognitive Work

Bisantz¹,

Roth²

2007

Reviews of Human Factors and Ergonomics

View full text Add to dashboard Cite

shooting down of Iran Air Flight 655 by the USS Vincennes) provided evidence regarding the need for specific attention to the cognitive activities associated with complex system control, as well as the impetus for research and methodological developments in these areas. Since that time, numerous researchers and practitioners have put forth methodologies intended to explicitly identify the requirements of cognitive work so as to be able to anticipate contributors to performance problems (e.g., sources of high workload, contributors to error) and specify ways to improve individual and team performance, be it through new forms of training, user interfaces, or decision aids. These methodologies stem from, and extend, a century of research and applied methodologies that have focused on the improvement of human work through systematic analysis. This tradition can be traced back to early studies in areas of scientific management that put forward the notion that work could be decomposed into fundamental, repeatable components (Taylor, 1911). Additional advances in work measurement identified fundamental motions in work (e.g., grasp, reach), as well as unnecessary or inefficient motions, and developed innovative methodologies for work analysis (e.g., using motion pictures; Gilbreth & Gilbreth, 1919). The focus of these early methods on observable, physical work elements was well suited to the extensively manual work of the day. Refinements and applications of time-andmotion study, such as the development of predetermined time systems (Sellie, 1992), continued through much of the 20th century, providing a framework for task analysis methods that allowed the physical, perceptual, and cognitive demands of task components to be compared against human capabilities. Methods for examining cognitive work emerged as an adaptation and extension of these techniques in response to fundamental shifts in work that were driven by advances in automation and computerization, from primarily manual, observable activities (or routinized interactions with technology) to complex (and more hidden) cognitive activities, such as monitoring, planning, problem solving, and deciding (Schraagen, Chipman, & Shalin, 2000). 4 Reviews of Human Factors and Ergonomics, Volume 3 Figure 1.1. A cognitive analysis requires consideration of two perspectives: examination of domain characteristics and constraints that impose cognitive demands on domain practitioners, which include components of the task, technical system, social and organizational structure, and physical environment; and examination of the goals, knowledge, skills, and strategies that domain practitioners utilize in response. Key d ocum ents Key d ocum ents that are high p rofit High profit d ocuments

show abstract

“…The support capabilities chosen for this tool include functions that facilitate eavesdropping and queue management. Eavesdropping has been found to be used to coordinate with and proactively support team members ( e g , Neville, Fowlkes, Walwanis-Nelson, & Bergondy-Wilhelm, in press; Patterson, Watts-Perotti, & Roth, Malsch, Multer, & Coplen, 1999). Accordingly, we designed the communications tool so that this capability, which exists under 'shouting' conditions, would be retained.…”

Section: Specific Design Challengesmentioning

confidence: 99%

Designing Work-Centered Performance Support Solutions for Operators of a Complex and Evolving System

Neville

Owens

Eitelman

et al. 2003

Proceedings of the Human Factors and Ergonomics Society Annual

View full text Add to dashboard Cite

This paper describes the design of a performance support toolset to be used in a complex and changing satellite operations domain. In this paper, we focus on a subset of the design challenges encountered during the process of designing this toolset. This subset of design challenges includes enhancing intra-team communications in a time-limited environment; improving information comprehension; supporting users in both low and a high tempo operations; and supporting users in future conditions and during the transition to those hture conditions. This paper is intended to demonstrate the valuable contributions of the research literature and of the domain experts who will be using the toolset to the design of work-centered solutions. In addition, this paper is intended to serve as a resource for other design efforts facing similar challenges. INTRODUCTIONThe space community is undergoing significant transition as the U.S. Air Force looks to space technology to help it achieve many of its envisioned Global Engagement capabilities. One example of this transition is the SpaceBased Infrared System (SBIRS), the next generation of satellite technology. The major components of SBIRS are being introduced incrementally. Once complete, SBIRS will include satellites in geostationary earth orbit (GEO), satellites in highly elliptical orbit (HEO), and will be complemented by the Satellite Tracking and Surveillance System (STSS) -a constellation of more than 20 satellites in low earth orbit (LEO). Currently, the SBIRS ground segment is operational and is being used to manage GEO satellites. Over the next few years, the HEO, and then the STSS constellations will be added, accompanied by many changes in satellite capabilities and in the way satellite operations are conducted.With the help of SBIRS and STSS technology, space personnel will be able to contribute to military operations in ways never before possible. However, its introduction also presents a number of challenges for space personnel. For example, satellite operators will be required to manage larger numbers of satellites and process larger amounts of information under increased time pressure. In addition, the efficiency and accuracy of satellite operator performance, which was once considered critical due primarily to the cost of satellite systems, will become much more critical due to the dependency of the operational military community on the rapidly evolving satellite capabilities. For example, satellites are increasingly used by the military to support tactical communications, warfighter situation awareness, intelligence gathering, event detection, and sensor-to-shooter information delivery.

show abstract

Understanding how Train Dispatchers Manage and Control Trains: A Cognitive Task Analysis of a Distributed Team Planning Task

Cited by 10 publications

References 2 publications

A Cognitive Task Analysis of Coordination in a Distributed Tactical Team: Implications for Expertise Acquisition

A Cognitive Task Analysis of Coordination in a Distributed Tactical Team: Implications for Expertise Acquisition

Analysis of Cognitive Work

Designing Work-Centered Performance Support Solutions for Operators of a Complex and Evolving System

Contact Info

Product

Resources

About