IE 486 Work Analysis & Design II Vincent G. Duffy, Ph.D. Associate Professor School of Industrial Engineering and Department of Agricultural & Biological Engineering Purdue University Thursday, January 18, 2007 Lecture 2- Macroergonomics

IE 486 Administrative Wickens text on reserve; electronic version (full version) of Freivalds text is also in library catalog Re: CPS Clickers – we’ll use them in Feb. Today – ch.19 Next week – ch.6 & 7 in Wickens Lab schedules revised – show today Times include sections on Friday 8:30, 10:30, 1:30 and 3:30.

Macroergonomics The chapter we will refer to is Ch. 19 in Wickens (titled Social Factors) The chapter is comprised of key elements among the social AND organizational factors Macroergonomics addresses the social and organizational aspects

Social factors Ch.19 in Wickens impact of groups and teams on performance how technology supports groups and teams Why care about groups and teams in Work Analysis & Design? Individuals vary with respect to performance and error So do teams Consider Performance, task/goals, people/team characteristics – capabilities and limitations

Social factors QOTD Q.1. Why care about groups and teams in Work Analysis & Design? Individuals vary with respect to performance and error So do teams Besides ‘system/technology characteristics’ Consider also Performance, task/goals, people/team characteristics – capabilities and limitations

Characteristics of teams ‘All teams are groups, but not all groups are teams’ teams tend to have the following characteristics group perceived as a work unit by members & non-members interdependence (reliance on one another) and ‘shared’ outcome role differentiation interdependent relations with other groups

Team performance In a complex, dynamic environment with ‘safety’ considerations, communication and job performance typically decline Communication has a strong impact on performance (see also p.499 in 2nd ed.)

Team training Emphasizes the acquisition of ‘team skills’ Computers/specialized software can support communication and coordination see also groupware p.500 2nd ed. they can provide anonymity impose structure on the process provide workspace for ideas or writing reduce ‘disapproval’ and counterproductive behavior such as ‘minority’ exercising authority and control

Decision and communication support systems Decision support can increase confidence in decisions Communication support can decrease domination of the group by a few however, communication support also can decrease overall cooperation and consensus building (see also refs. By Nunamaker, Az.State). Collocated teams outperform distributed teams reducing visual access significantly impacts group dynamics (p.604; 1st ed.)

Difficulties in remote collaboration ‘Whether advances in technology can overcome the disadvantages of distance collaboration is not clear.’ (p.503, 2nd ed.)

Organizational factors Microergonomics - focus on individual workers Macro ergonomics - address performance and safety at the social and organizational levels rather than only the physical and cognitive levels. Why is it needed? “In understanding ‘accidents’ in high-hazard industries decisions must be understood in context” p.503-504, 2nd ed.

Organizational change - barriers Training may be costly stockholders would prefer pay dividends rather than reinvest in the company managers may lose power and authority many people naturally resist change reward structures typically don’t support ‘change’ employee participation (participatory ergonomics) can help to overcome these barriers (p.504) As is shown in recent literature on ‘user access for all’-Social; and ‘intranets & organizational learning’, more research is needed

Types of systems Described in relation to degree of complexity and coupling These are dimensions affecting performance and safety Degree of complexity and coupling has implications for the likelihood of catastrophic failure Highly complex, tightly coupled systems are vulnerable to catastrophic failure Work design specialists may study events leading to failures at Chernobyl, Three mile island, Challenger, now: Katrina Considering the team/organizational aspects

Types of systems Complexity refers to the number of feedback loops, interconnected subsystems and invisible unexpected interactions Nuclear power and petrochemical plants are complex – behavior of one subsystem may affect many others, and these interactions can be perceived only indirectly Coupling refers to the degree that there is little slack and a tight connection between subsystems Tightly coupled system examples – just-in-time supply chain – a disruption in part system quickly affects other parts of the system

Types of systems Combinations and System characteristics (See table 19.1 on p.493). Q.2 What are examples of each? High Complexity & Low Coupling Low Complexity & Low Coupling High Complexity & High Coupling Low Complexity & High Coupling

Types of systems Combinations and System characteristics Q.2 What are examples of each? High Complexity & Low Coupling Universities, Government Low Complexity & Low Coupling Traditional manufacturing High Complexity & High Coupling Nuclear power, Airplane, air travel Low Complexity & High Coupling Marine transport, rail transport, JIT Supply chains