Basic visual observation skills training course: Appendix A. Final report

The purpose of the basic visual observation skills course is to help safeguards inspectors evaluate and improve their skills in making observations during inspections and in evaluating and interpreting this information. The first 12 hours of the course provide training in five skill areas: perception and recognition; attention to detail; memory; mental imaging, mapping, and modeling skills; and judgment and decision making. Following this training is an integrating exercise involving a simulated safeguards inspection. This report contains the course manual and materials

Basic visual observation skills training course: Appendix B. Final report

The purpose of the basic visual observation skills course is to help safeguards inspectors evaluate and improve their skills in making observations during inspections and in evaluating and interpreting this information. The first 12 hours of the course provide training in five skill areas: perception and recognition; attention to detail; memory; mental imaging, mapping, and modeling skills; and judgment and decision making. Following this training is an integrating exercise involving a simulated safeguards inspection. This report contains the in-class exercises in the five skill areas; pre- and post-course exercises in closure, hidden figures, map memory, and mental rotations; the final examination; a training evaluation form; and the integrating exercise

LETTER REPORT SUMMARY RESULTS OF THE NRC TEAM INTERACTION SKILLS STUDY AT DIABLO CANYON POWER PLANT

This report presents information to participants in the Team Interaction Skills study conducted at Diablo Canyon Power Plant from September to November 1989. A study was conducted to develop and assess measures of team interaction skills of nuclear power plant control room crews in simulated emergency conditions. Data were collected at a boiling water reactor (BWR) and pressurized water reactor (PWA) using three sets of rating scales; Behaviorally Anchored Rating Scales (BARS), Behavioral Frequency rating scales, and Technical Performance rating scales. Diablo Canyon Power Plant agreed to serve as the PWR plant in the study. Obse!Vers consisting of contract license examiners, Diablo Canyon Power Plant training instructors, and project staff used the rating scales to provide assessments of team interaction skills and technical skills of control room crews during emerg-3ncy scenarios as part of license requalification training. Crew members were also asked to providH self-ratings of their performance to gather information regarding crew responses to the Team Interactions Skills rating scales

LETTER REPORT SUMMARY RESULTS OF THE NRC TEAM INTERACTION SKILLS STUDY AT DIABLO CANYON POWER PLANT

This report presents information to participants in the Team Interaction Skills study conducted at Diablo Canyon Power Plant from September to November 1989. A study was conducted to develop and assess measures of team interaction skills of nuclear power plant control room crews in simulated emergency conditions. Data were collected at a boiling water reactor (BWR) and pressurized water reactor (PWA) using three sets of rating scales; Behaviorally Anchored Rating Scales (BARS), Behavioral Frequency rating scales, and Technical Performance rating scales. Diablo Canyon Power Plant agreed to serve as the PWR plant in the study. Obse!Vers consisting of contract license examiners, Diablo Canyon Power Plant training instructors, and project staff used the rating scales to provide assessments of team interaction skills and technical skills of control room crews during emerg-3ncy scenarios as part of license requalification training. Crew members were also asked to providH self-ratings of their performance to gather information regarding crew responses to the Team Interactions Skills rating scales

Automation impact study of Army training management 2: Extension of sampling and collection of installation resource data

This automation impact study of Army training management (TM) was performed for the Army Development and Employment Agency (ADEA) and the Combined Arms Training Activity (CATA) by the Battelle Human Affairs Research Centers and the Pacific Northwest Laboratory. The primary objective of the study was to provide the Army with information concerning the potential costs and savings associated with automating the TM process. This study expands the sample of units surveyed in Phase I of the automation impact effort (Sanquist et al., 1988), and presents data concerning installation resource management in relation to TM. The structured interview employed in Phase I was adapted to a self-administered survey. The data collected were compatible with that of Phase I, and both were combined for analysis. Three US sites, one reserve division, one National Guard division, and one unit in the active component outside the continental US (OCONUS) (referred to in this report as forward deployed) were surveyed. The total sample size was 459, of which 337 respondents contributed the most detailed data. 20 figs., 62 tabs

The Team Personality–Team Performance Relationship Revisited: The Impact of Criterion Choice, Pattern of Workflow, and Method of Aggregation

Using meta-analytic evidence, this study tested trait- and task-based theoretical approaches to team personality management, using both team behaviors and team outcomes as criteria. Trait theories state that maximization of the team trait is harmful for Extroversion (complementary team fit) but beneficial for Conscientiousness, Agreeableness, and Emotional Stability (supplementary fit). Task-based theories state that tasks with few work exchanges are best reflected by mean trait scores, whereas tasks with frequent work exchanges are best represented by other types of scores (e.g., minimum score). Correlations between different aggregations of team personality and team performance were coded, as well as the study criterion choice and the pattern of workflow (as moderators). Partial support for both trait and task theories were found. Team Conscientiousness and Agreeableness provided supplementary fit primarily with team behaviors, but there was mixed evidence that Extroversion provided complementary fit. Furthermore, minimum and variance measures of the team trait related to team performance in tasks with frequent work exchanges, but not in tasks with few work exchanges. Results suggest several limitations with existing measurement methods, which are discussed