Human factors in general practice: early thoughts on the educational focus for specialty training and beyond

In the third article in the series, we describe the outputs from a series of roundtable discussions by Human Factors experts and General Practice (GP) Educational Supervisors tasked with examining the GP (family medicine) training and work environments through the lens of the systems and designed-centred discipline of Human Factors and Ergonomics (HFE). A prominent issue agreed upon proposes that the GP setting should be viewed as a complex sociotechnical system from a care service and specialty training perspective. Additionally, while the existing GP specialty training curriculum in the United Kingdom (UK) touches on some important HFE concepts, we argue that there are also significant educational gaps that could be addressed (e.g. physical workplace design, work organisation, the design of procedures, decision-making and human reliability) to increase knowledge and skills that are key to understanding workplace complexity and interactions, and supporting everyday efforts to improve the performance and wellbeing of people and organisations. Altogether we propose and illustrate how future HFE content could be enhanced, contexualised and integrated within existing training arrangements, which also serves as a tentative guide in this area for continuing professional development for the wider GP and primary care teams

Measurement of changes: What criteria do we adopt?

Many changes in industrial working methods are now under discussion which are not easily evaluated and management is concerned about the probable return from investing in these methods. It is proposed that, whilst it is clear that improving work performance is a benefit, it is also of benefit to achieve changes in attitudes which correlate more closely with the objectives and state of the enterprise. Increased agreement in this respect is stated to lead to increased stability for the production process as there is less likelihood of disruption of output due to inappropriate decisions and actions. Since the loss due to various forms of interruption in output can be assessed it is described how the benefit of attitude change might thus be measured. A model for the relationships relevant to ergonomic and behavioural science changes in industry is given and its potential is illustrated by examples.