Human Factors Minute Human Factors Cast

...and now for another Human Factors Minute!
Members of the Forensics Professional Group are interested in all aspects of human
factors as applied to litigation matters, both civil and criminal.

FPGs goal is to bring ergonomic data and approaches to the investigation of losses
influenced by design or by human limitations. Arguments may be presented on the
degree to which a design meets current standards and known limitations and
capabilities of the prospective users. The features and provisions for safety, instructions,
and foreseeable misuses are also examined.


The role of the expert witness in the judicial process differs from that of the ordinary
witness in that an expert may give opinion testimony based on specialized
knowledge and training, while a ordinary witness is restricted to specific information
experienced or observed concerning the event under consideration. Anyone with
knowledge in an area of practice well beyond that likely in a jury member may be
declared by the Court to be an expert witness. However, an expert’s credentials are often
important to judges and juries in their evaluation of whether the witness is qualified as
an expert.

Human factors/ergonomics professionals are often uniquely qualified to evaluate the
interactions of people with machines and procedures. They are well prepared to apply
the scientific data on operator performance in practical operating settings.
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A time study is a structured process of directly observing and measuring human work using a timing device to establish the time required for completion of the work by a qualified worker when working at a defined level of performance.

Typically, time studies determine the time required for a worker to complete each task. by breaking the work into small, easily-measurable components or elements, measurement of those components and, synthesizing data from those measured components to arrive at an overall time for the complete job.

Time studies are often used to analyze cyclical jobs, or jobs that are conducted repeatedly by the operator.
Many times, these types of tasks are considered "event based" studies because time measurements are triggered by the occurrence of predetermined events.

This has been another Human Factors Minute!
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The Institute of Electrical and Electronics Engineers (IEEE) is an association dedicated to advancing innovation and technological excellence for the benefit of humanity and is the worlds largest technical professional society. It is designed to serve professionals involved in all aspects of electrical, electronic and computing fields and related areas of science and technology that underlie modern civilization. IEEE and its members inspire a global community to innovate for a better tomorrow through its more than 400,000 members in over 160 countries and its highly cited publications, conferences, technical standards and professionals as well as educational activities. IEEE is the trusted voice for engineering computing and technological information. Putting on conferences around the globe to serve these various technological areas of expertise. The various conferences put on by IEEE serve the community to keep them informed about major trends and developments in technology, engineering, and science like Human Factors.
This has been another Human Factors Minute!
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In our previous Human Factors Minute on the Chernobyl disaster, we mentioned that the International Atomic Energy Agency (IAEA) had released a report detailing their conclusions of the disaster.
The IAEA updated their conclusions in a 1993 report.
New information since the 1986 report led them to "shift the emphasis of its conclusions from the actions of the operating staff to faulty design of the reactor’s control rods and safety systems.
Deficiencies in the regulation and management of safety matters throughout the Soviet nuclear power industry have also been revealed and are discussed”.
The focus on human error in the early reports will mean that for many, human error and violation of operating procedures by staff will always be remembered as the main causes of this disaster.
However, safety culture is where this all started.
Both IAEA reports identified an inadequate "safety culture" at all managerial and operational levels as a major underlying factor of different aspects of the accident.
This was stated to be inherent not only in operations but also during design, engineering, construction, manufacture and regulation.
For example, during the incident Reactor 4 was started up to meet a deadline and some commissioning activities were not undertaken.
But even before the deadlines to commission the reactor, there were pressures at the early design stages – at a phase that is sometimes referred to as Concept Select – when the reactor design was chosen.
The choice of reactor type was influenced by construction time, given the country’s ambitious power generation targets.
Unfortunately the reactor chosen had several inherent design faults, and sadly, some of these faults were known.
With hindsight, there’s little doubt that people didn’t perform as expected – but understanding shared cultural attitudes towards safety also contributed to the disaster.
This has been another Human Factors Minute!
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Safety culture is about what people do (safety-related behaviours); how people feel (individual and group values, attitudes and perceptions) as well as what the organisation has (policies, procedures, structures and systems). These three aspects are interrelated and therefore not mutually exclusive.

A company’s safety culture is shaped by corporate practices and organisational behaviour, and so a full picture can’t be gained from just focusing on the perceptions of staff.

If you collect data (from surveys, talking to staff etc) then communicate the findings back to those involved – and take action.Interventions on safety culture should not only explore attitudes and behaviours of the front-line workforce, but also question and challenge managers and leaders.

Rather than trying to influence safety culture directly, it's helpful to focus on a specific topic (such as procedures, fatigue, competence). How you go about this intervention could have a significant effect on a range of predictors of a positive safety culture (such as involving staff, listening to their concerns, making leaders more visible and taking visible action to improve).

Creating a positive safety culture takes a great deal of time and effort; perhaps over several years; and is not a one-off process.
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The Wizard of Oz method is a process that allows a user to interact with an interface without knowing that the responses are being generated by a human rather than a computer by having someone behind-the-scenes who is pulling the levers and flipping the switches.

This process allows researchers to test a concept by having one practitioner – the ‘Moderator’ – leading the session face to face with each user, whilst another practitioner – the ‘Wizard’ – controls the responses sent to the user via the chosen device.

Wizard of Oz: This is a comparatively uncommon technique but has seen some use in mobile devices.
It has the advantage of producing a highly changeable set of reactions, but can be quite costly and difficult to undertake.
The Wizard of Oz methodology allows you to test users’ reactions to a system before you even have to think about development.

This has been another Human Factors Minute!
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