A multi-perspective view on human - automation interactions in Aviation

Paola Amaldi, Monica S. Quercioli, ‘A multi-perspective view on human - automation interactions in Aviation’ in J. Abdelnour Nocera, B.R. Baricelli, A. Lopes, P.Campos, T. Clemmensen, eds., Human work interaction design: work analysis and interaction design methods for pervasive and smart workplaces (Switzerland: Springer, 2015) ISBN 978-3-319-27047-0, eISBN 978-3-319-27048-7.Control mechanisms for the evolving potential of autonomous systems are not yet sufficiently established. However, there is a need for control to be allocated throughout organisational and institutional levels of society in order to manage increasing complexities. This study, which applies to the domain of Air Traffic Management (ATM), aims s to gauge stakeholders’ attitudes at an organisational level in order to lay the foundations for an easier identification of the challenges and paths to improvements in this industry. Using Grounded Theory (GT), the study maps and interprets workshop data and questionnaires gathered to elicit professionals’ views on automation in the aviation industry. The themes identified, which resonate with all those reviewed in the literature, will form the basis for the construction of a checklist and survey of automation issues expressed at an organisational level of control.Peer reviewe

Socio-technical system design and organisational power structures: : Addressing growing complexity in aerospace

Paola Amaldi, Monica S. Quercioli, Anthony Smoker, ‘Socio-technical system design and organisational power structures: Addressing growing complexity in aerospace’, poster presented at Human Factors in Complex Systems, Nottingham, UK, 7-8 June, 2016.This study identified and analysed the concerns of aviation stakeholders (regulators, air traffic controllers, engineers , pilots) about automation at different levels within organisational and societal structures. It also generated themes to illustrate possible relationships, associations and inter-connections between these concerns. The resulting hypothesis stated two key points: first, a somewhat deficient human communication, cooperation and interaction; second, a lack of awareness about deeper power & cultural issues (such as the dynamics of hierarchies and power structures) that lie beneath the surface of day-to-day operations. In acknowledging these two points, it could more effectively highlight areas for improvement in resiliency in what are still today predominantly techno-centric system. Essentially, organisations could create cultures that produce the genuine change needed for resilience in the face of rising complexity and emerging risks.Peer reviewe