Decision-problem state analysis methodology

A methodology for analyzing a decision-problem state is presented. The methodology is based on the analysis of an incident in terms of the set of decision-problem conditions encountered. By decomposing the events that preceded an unwanted outcome, such as an accident, into the set of decision-problem conditions that were resolved, a more comprehensive understanding is possible. All human-error accidents are not caused by faulty decision-problem resolutions, but it appears to be one of the major areas of accidents cited in the literature. A three-phase methodology is presented which accommodates a wide spectrum of events. It allows for a systems content analysis of the available data to establish: (1) the resolutions made, (2) alternatives not considered, (3) resolutions missed, and (4) possible conditions not considered. The product is a map of the decision-problem conditions that were encountered as well as a projected, assumed set of conditions that should have been considered. The application of this methodology introduces a systematic approach to decomposing the events that transpired prior to the accident. The initial emphasis is on decision and problem resolution. The technique allows for a standardized method of accident into a scenario which may used for review or the development of a training simulation

Theory of the decision/problem state

A theory of the decision-problem state was introduced and elaborated. Starting with the basic model of a decision-problem condition, an attempt was made to explain how a major decision-problem may consist of subsets of decision-problem conditions composing different condition sequences. In addition, the basic classical decision-tree model was modified to allow for the introduction of a series of characteristics that may be encountered in an analysis of a decision-problem state. The resulting hierarchical model reflects the unique attributes of the decision-problem state. The basic model of a decision-problem condition was used as a base to evolve a more complex model that is more representative of the decision-problem state and may be used to initiate research on decision-problem states

Clarification process: Resolution of decision-problem conditions

A model of a general process which occurs in both decisionmaking and problem-solving tasks is presented. It is called the clarification model and is highly dependent on information flow. The model addresses the possible constraints of individual indifferences and experience in achieving success in resolving decision-problem conditions. As indicated, the application of the clarification process model is only necessary for certain classes of the basic decision-problem condition. With less complex decision problem conditions, certain phases of the model may be omitted. The model may be applied across a wide range of decision problem conditions. The model consists of two major components: (1) the five-phase prescriptive sequence (based on previous approaches to both concepts) and (2) the information manipulation function (which draws upon current ideas in the areas of information processing, computer programming, memory, and thinking). The two components are linked together to provide a structure that assists in understanding the process of resolving problems and making decisions

Automation in organizations: Eternal conflict

Some ideas on and insights into the problems associated with automation in organizations are presented with emphasis on the concept of automation, its relationship to the individual, and its impact on system performance. An analogy is drawn, based on an American folk hero, to emphasize the extent of the problems encountered when dealing with automation within an organization. A model is proposed to focus attention on a set of appropriate dimensions. The function allocation process becomes a prominent aspect of the model. The current state of automation research is mentioned in relation to the ideas introduced. Proposed directions for an improved understanding of automation's effect on the individual's efficiency are discussed. The importance of understanding the individual's perception of the system in terms of the degree of automation is highlighted

Problem solving and decisionmaking: An integration

An attempt was made to redress a critical fault of decisionmaking and problem solving research-a lack of a standard method to classify problem or decision states or conditions. A basic model was identified and expanded to indicate a possible taxonomy of conditions which may be used in reviewing previous research or for systematically pursuing new research designs. A generalization of the basic conditions was then made to indicate that the conditions are essentially the same for both concepts, problem solving and decisionmaking

Automation literature: A brief review and analysis

Current thought and research positions which may allow for an improved capability to understand the impact of introducing automation to an existing system are established. The orientation was toward the type of studies which may provide some general insight into automation; specifically, the impact of automation in human performance and the resulting system performance. While an extensive number of articles were reviewed, only those that addressed the issue of automation and human performance were selected to be discussed. The literature is organized along two dimensions: time, Pre-1970, Post-1970; and type of approach, Engineering or Behavioral Science. The conclusions reached are not definitive, but do provide the initial stepping stones in an attempt to begin to bridge the concept of automation in a systematic progression

RADIOCHEMISTRY DURING START-UP AND EARLY OPERATION OF THE NUCLEAR SHIP SAVANNAH. Final Report

It was demonstrated that the radioactivity content of the primary system of the N.S. Savannah reactor plant was small and normal during the period of initial criticality and start-up, and during the sea trials and acceptance tests. The principal radioactive constituents (/sup 56/Mn, /sup 41/Ar, /sup 13/N and / sup 18/F) are either intrinsic to the primary system of the pressurized water reactor or are normally found in the coo1ant in concentrations comparable to those observed in this program. The /sup 56/Mn concentrations observed at the various reactor power levels were slightiy higher, relative to those for the other nuclides, than those observed in similar reactor plants. This slightly increased concentration is attributable to the fact that the coolant of this reactor was generally maintained between pH6 and pH7, whereas the primary coolants of the other plants were maintained at somewhat higher pH values. Data for fission product concentrations in the primary coolant indicate that their only significant source is uranium contamination of the reactor core surfaces. The observed concentrations do not represent any significant hazard or potential difficulty in plant operation. The small value of 5.6 x 10/sup -2/ mu g/cm/sup 2/ for the surface density of uranium indicates that no significant contamination of these surfaces occurred during core fabrication. No significant defect in a fuel element cladding was detected during the period in which these measurements were performed. The efficiency of the demineralizer for removal of anionic and cationic radionuclides from the primary coolant was shown to exceed 90%. Volatile radionuclides were the only radioactive constituents found in the demineralizer effluent. Data obtained for the concentrations of gross radioactivity in the waste tanks were maintained below the maximum permissible concentrations for discharge to the environment. On the basis of these radiochemistry studies, it may be concluded that the N.S. Savannah primary coolant system exhibited a normal content and distribution of radionuclides and that those plant components for which radioactivity indicators or mon-itors were observed exhibited safe and normal operation behavior. (auth

Team Job Analysis: A Critical Training Need?

The purpose of this paper is to examine the issue of job analysis for teams (i.e., team job analysis) in light of its critical role in team training development. This was accomplished by: a) presenting a description of what constitutes a team job analysis and its critical requirements for team training development, b) summarizing characteristics of past approaches to team job analysis, c) analyzing the strengths and weaknesses of these approaches, and d) examining the applied and empirical research literature for guidance on how best to conduct a team job analysis. In addition, a series of thought provoking questions regarding team job analysis and its role in team training development are raised