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Does the single-channel bottleneck occur in the psychological refractory period paradigm in the absence of overt responses? A go/no-go paradigm was used to vary a default response on all trials, multiple go responses were used. Results show that the bottleneck is still present on trials that do not require a response, but its duration is reduced.
This research project was designed as part of a larger effort to help Human Factors (HF) implementers, and others in the aviation maintenance community, understand, evaluate, and validate the impact of Maintenance Resource Management (MRM) training programs, and other MRM interventions; on participant attitudes, opinions, behaviors, and ultimately on enhanced safety performance. It includes research and development of evaluation methodology as well as examination of psychological constructs and correlates of maintainer performance. In particular, during 2001, three issues were addressed. First a prototype process for measuring performance was developed and used. Second an automated calculator was developed to aid the HF implementer user in analyzing and evaluating local survey data. These results include being automatically compared with the experience from all MRM programs studied since 1991. Third the core survey (the Maintenance Resource Management Technical Operations Questionnaire, or 'MRM/TOQ') was further developed and tested to include topics of added relevance to the industry.
In a Psychological Refractory Period paradigm where the first task requires one of several possible responses on some trials (the go trials), but no response on other (no-go) trials, response modality modulates the amount of interference on Task 2 processing. This is true even when Task 1 is no-go trial. Differences in the cost of switching response sets between processing for Task 1 and Task 2 may provide an account of this surprising phenomenon.
I will be participating on a Free Flight Human Factors Panel at the Ninth International Symposium on Aviation Psychology in Columbus, Ohio. My representation is related to the work that our group has conducted on flight deck issues associate with free flight. Our group completed a full-mission simulation study investigating procedural issues associated with airborne self-separation. Ten crews flew eight scenarios each in the B747-400 simulator at Ames. Each scenario had a representation of different conflict geometries with intruder aircraft. New alerting logic was created and integrated into the simulator to enable self-separation. In addition, new display features were created to help provide for enhanced information to the flight crew about relevant aircraft, The participants were asked to coordinate maneuvers for self-separation with the intruder aircraft. Data analyses for the many of the crew procedures have been completed.
Exposure to altitude with or without exercise usually results in body dehydration. Psychological and physiological preparation for exercise at altitude involves consideration of maintaining body warmth in a cool to cold environment with progressively lower oxygen content (partial pressure) as altitude increases. However, this discussion will focus on altitudes below 14,000 it where supplemental breathing oxygen is not required for sojourns of healthy people. Background information and helpful advice for those who exercise in the cold can be found in selected articles in the 2001 Winter Issue of this Newsletter: M.B. Ducharme, Get ready for outdoor winter play: prepare yourself for the cold; C. O'Brien, Think layers when dressing for exercise in the cold; B.G. Rice and R. Ellis, Let it snow, let it snow, let it snow - but be aware of winter hazards; and L.B. Mayers, Exercise - induced asthma.
Van Sergi, Ruthruff and Johnston found that dual-task practice can markedly reduce interference in the Psychological Refractory Period paradigm. Their results are consistent with a bottleneck model in which practice serves primarily to reduce stage durations. This model predicts that single-task practice on Task 1 alone should produce marked reductions in interference, whereas single-task practice on Task 2 should not. New experiments test these predictions. Alternative theoretical accounts are also considered.
Teaming is so common in today's project management environment that most of us assume it comes naturally. We further assume that when presented with meaningful and challenging work, project teams will naturally engage in productive activity to complete their tasks. This assumption is expressed in the simple (but false) equation: Team + Work = Teamwork. Although this equation appears simple and straightforward, it is far from true for most project organizations whose reality is a complex web of institutional norms based on individual achievement and rewards. This is illustrated by the very first successful team experience from my early Air Force career. As a young lieutenant, I was sent to Squadron Officer School, which was the first in the series of Air Force professional military education courses I was required to complete during my career. We were immediately formed into teams of twelve officers. Much of the course featured competition between these teams. As the most junior member of my team, I quickly observed the tremendous pressure to show individual leadership capability. At one point early in the course, almost everyone in our group was vying to become the team leader. This conflict was so intense that it caused us to fail miserably in our first outdoor team building exercise. We spent so much time fighting over leadership that we were unable to complete any of the events on the outdoor obstacle course. This complete lack of success was so disheartening to me that I gave our team little hope for future success. What followed was a very intense period of bickering, conflict, and even shouting matches as our dysfunctional team tried to cope with our early failures and find some way to succeed. British physician and researcher Wilfred Bion (Experiences in Groups, 1961) discovered that there are powerful psychological forces inherent in all groups that divert from accomplishing their primary tasks. To overcome these restraining forces and use the potential power of the team, greater emphasis must be placed on establishing and maintaining group cohesiveness. This relationship is expressed in the revised (true) mathematical equation: Team + Work (on the Team) = Teamwork.
Don't ever take your support staff for granted. By support staff, I mean the people in personnel, logistics, and finance; the ones who can make things happen with a phone call or a signature, or by the same token frustrate you to no end by their inaction; these are people you must depend on. I've spent a lot of time thinking about how to cultivate relationships with my support staff that work to the advantage of both of us. The most important thing that have learned working with people, any people--and I will tell you how I learned this in a minute--is there are some folks you just can't motivate, so forget it, don't try; others you certainly can with a little psychology and some effort; and the best of the bunch, what I call the 80 percenters, you don't need to motivate because they're already on the team and performing beautifully. The ones you can't change are rocks. Face up to it, and just kick them out of your way. I have a reputation with the people who don't want to perform or be part of the team. They don't come near me. If someone's a rock, I pick up on it right away, and I will walk around him or her to find someone better. The ones who can be motivated I take time to nurture. I consider them my projects. A lot of times these wannabes are people who want to help but don't know how. Listen, you can work with them. Lots of people in organizations have the mindset that all that matters are the regulations. God forbid if you ever work outside those regulations. They've got one foot on that regulation and they're holding it tight like a baby holds a blanket. What you're looking for is that first sign that their minds are opening. Usually you hear it in their vocabulary. What used to sound like "We can't do that ... the regulations won't allow it ... we have never done this before," well, suddenly that changes to "We have options ... let's take a look at the options ... let me research this and get back to you." The 80 percenters you want to nurture too, but they're already on the team. The 80 percenters know the regulation, but if there is a problem because of a regulation, they will still tell you, "Don't worry about it, I've got it under control." These people don't see themselves as guardians of the regulations. Instead, they see themselves as customer service representatives. Two 80 percenters on my team are Hettie Courtney at Goddard Space Flight Center and Debbie Randall at NASA Headquarters in Code B. Thank you, ladies, very much. You are the best.
In May 2000, senior officials of the U.S. Department of Veterans Affairs (VA) and NASA signed an agreement that would commit the two agencies to create the Patient Safety Reporting System (PSRS) to report: events or situations that could have resulted in accident, injury, or illness, but did not, either by chance or through timely intervention (close-calls); unexpected serious occurrences that involved a patient or employee's death, physical injury, or psychological injury; lessens learned; and safety ideas. The VA provided NASA with funding for the initial development of the new system, which automatically removes all personal names, facility names and locations, and other potentially identifying information before entering reports into its database. Designed to complement the VA's current internal reporting systems, the PSRS is modeled after NASA's Aviation Safety Reporting System, which was established in 1975 under a Memorandum of Agreement between the Federal Aviation Administration and NASA and began operation in 1976.
As the National Aeronautics and Space Administration (NASA) begins to look towards longer duration space flights, the importance of fresh foods and varied menu choices increases. Long duration space missions require development of both a Transit Food System and a Lunar or Planetary Food System. These two systems are intrinsically different since the first one will be utilized in the transit vehicle in microgravity conditions while the second will be used in conditions of partial gravity (hypogravity). The Transit Food System will consist of prepackaged food of extended shelf life. Microgravity imposes significant limitations on the ability of the crew to handle food and allows only for minimal processing. Salad crops will be available for the planetary mission. Supplementing the transit food system with salad crops is also being considered. These crops will include carrots, tomatoes, lettuce, radish, spinach, chard, cabbage, and onion. The crops will be incorporated in the menu along with the prepackaged food. The fresh tasting salad crops will provide variety, texture, and color in the menu. This variety should provide increased psychological benefit. Preliminary studies on spinach, tomatoes, and bok choy have been completed. Sensory and analytical tests, including color and moisture were conducted on the chamber grown crops and compared to store bought spinach, tomatoes, and bok choy. Preliminary studies of the appropriate serving sizes and number of servings per week have also been conducted.
Automation represents a very active area of human factors research. The journal, Human Factors, published a special issue on automation in 1985. Since then, hundreds of scientific studies have been published examining the nature of automation and its interaction with human performance. However, despite a dramatic increase in research investigating human factors issues in aviation automation, there remain areas that need further exploration. This NASA Technical Memorandum describes a new area of automation design and research, called adaptive automation. It discusses the concepts and outlines the human factors issues associated with the new method of adaptive function allocation. The primary focus is on human-centered design, and specifically on ensuring that adaptive automation is from a team-centered perspective. The document shows that adaptive automation has many human factors issues common to traditional automation design. Much like the introduction of other new technologies and paradigm shifts, adaptive automation presents an opportunity to remediate current problems but poses new ones for human-automation interaction in aerospace operations. The review here is intended to communicate the philosophical perspective and direction of adaptive automation research conducted under the Aerospace Operations Systems (AOS), Physiological and Psychological Stressors and Factors (PPSF) project.
As astronauts and cosmonauts have adapted to life on the International Space Station (ISS), they have found amateur radio and its connection to life on Earth to be a important on-board companion and a substantial psychological boost. Since its first use in November 2000, the first five expedition crews have utilized the amateur radio station in the Functional Cargo Block (also referred to as the FGB or Zarya module) to talk to thousands of students in schools, to their families on Earth, and to amateur radio operators around the world. This paper will discuss the development, qualification, installation and operation of the amateur radio system. It will also discuss some of the challenges that the amateur radio international team of volunteers overcame to bring its first phase of equipment on ISS to fruition.
Assessment of the impact of Aviation Resource Management Programs on aviation culture and performance has compelled a considerable body of research (Taylor & Robertson, 1995; Taylor, 1998; Taylor & Patankar, 2001). In recent years new methods have been applied to the problem of maintenance error precipitated by factors such as the need for self-assessment of communication and trust. The present study - 2002 -- is an extension of that past work. This research project was designed as the conclusion of a larger effort to help understand, evaluate and validate the impact of Maintenance Resource Management (MRM) training programs, and other MRM interventions on participant attitudes, opinions, behaviors, and ultimately on enhanced safety performance. It includes research and development of evaluation methodology as well as examination of psychological constructs and correlates of maintainer performance. In particular, during 2002, three issues were addressed. First, the evaluation of two (independent & different) MRM programs for changing behaviors was undertaken. In one case we were able to further apply the approach to measuring written communication developed during 2001 (Taylor, 2002; Taylor & Thomas, 2003). Second, the MRM/TOQ surveys were made available for completion on the internet. The responses from these on-line surveys were automatically linked to a results calculator (like the one developed and described in Taylor, 2002) to aid industry users in analyzing and evaluating their local survey data on the internet. Third, the main trends and themes from our research about MRM programs over the past dozen years were reviewed.
As the 21st century begins, NASA's new Vision and Mission focuses the Agency's Enterprises toward exploration and discovery.The Biological and Physical Research Enterprise has a unique and enabling role in support of the Agency's Vision and Mission. Our strategic research seeks innovations and solutions to enable the extension of life into deep space safely and productively. Our fundamental research, as well as our research partnerships with industry and other agencies, allow new knowledge and tech- nologies to bring improvements to life on Earth. Our interdisciplinary research in the unique laboratory of microgravity addresses opportunities and challenges on our home planet as well as in space environments. The Enterprise maintains a key role in encouraging and engaging the next generation of explorers from primary school through the grad- uate level via our direct student participation in space research.The Biological and Physical Research Enterprise encompasses three themes. The biological sciences research theme investigates ways to support a safe human presence in space. This theme addresses the definition and control of physiological and psychological risks from the space environment, including radiation,reduced gravity, and isolation. The biological sciences research theme is also responsible for the develop- ment of human support systems technology as well as fundamental biological research spanning topics from genomics to ecologies. The physical sciences research theme supports research that takes advantage of the space environment to expand our understanding of the fundamental laws of nature. This theme also supports applied physical sciences research to improve safety and performance of humans in space. The research partnerships and flight support theme establishes policies and allocates space resources to encourage and develop entrepreneurial partners access to space research.Working together across research disciplines, the Biological and Physical Research Enterprise is performing vital research and technology development to extend the reach of human space flight.
With the increasing challenges of planetary missions, and especially with the prospect of human exploration of the moon and Mars, the need for earth-based mission simulations has never been greater. The current focus on science as a major driver for planetary exploration introduces new constraints in mission design, planning, operations, and technology development. Analogue missions can be designed to address critical new integration issues arising from the new science-driven exploration paradigm. This next step builds on existing field studies and technology development at analogue sites, providing engineering, programmatic, and scientific lessons-learned in relatively low-cost and low-risk environments. One of the most important outstanding questions in planetary exploration is how to optimize the human and robotic interaction to achieve maximum science return with minimum cost and risk. To answer this question, researchers are faced with the task of defining scientific return and devising ways of measuring the benefit of scientific planetary exploration to humanity. Earth-based and spacebased analogue missions are uniquely suited to answer this question. Moreover, they represent the only means for integrating science operations, mission operations, crew training, technology development, psychology and human factors, and all other mission elements prior to final mission design and launch. Eventually, success in future planetary exploration will depend on our ability to prepare adequately for missions, requiring improved quality and quantity of analogue activities. This effort demands more than simply developing new technologies needed for future missions and increasing our scientific understanding of our destinations. It requires a systematic approach to the identification and evaluation of the categories of analogue activities. This paper presents one possible approach to the classification and design of analogue missions based on their degree of fidelity in ten key areas. Various case studies are discussed to illustrate the approach.
The simulation and modeling test bed is based on a mockup of a space flight operations control suitable to experiment physical, procedural, software, hardware and psychological aspects of space flight operations. The test bed consists of a weather expert system to advise on the effect of weather to the launch operations. It also simulates toxic gas dispersion model, impact of human health risk, debris dispersion model in 3D visualization. Since all modeling and simulation is based on the internet, it could reduce the cost of operations of launch and range safety by conducting extensive research before a particular launch. Each model has an independent decision making module to derive the best decision for launch.
The hazards of long-duration space flight are real and unacceptable. In order for humans to participate effectively in long-duration orbital missions or continue the exploration of space, we must first secure the health of the astronaut and the success of such missions by assessing in detail the biomedical risks of space flight and developing countermeasures to these hazards. Acquiring the understanding necessary for building a sound foundation for countermeasure development requires an integrated approach to research in physiology and medicine and a level of cooperative action uncommon in the biomedical sciences. The research program of the National Space Biomedical Research Institute (NSBRI) was designed to accomplish just such an integrated research goal, ameliorating or eliminating the biomedical risks of long-duration space flight and enabling safe and productive exploration of space. The fruits of these labors are not limited to the space program. We can also use the gained understanding of the effects and mechanisms of the physiological changes engendered in space and the applied preventive and rehabilitative methods developed to combat these changes to the benefit of those on Earth who are facing similar physiological and psychological difficulties. This paper will discuss the innovative approach the NSBRI has taken to integrated research management and will present some of the successes of this approach. c2003 International Astronautical Federation. Published by Elsevier Science Ltd. All rights reserved.
Most studies using the psychological refractory period (PRP) design suggest that dual-task performance is limited by a central bottleneck. Because subjects are usually told to emphasize Task 1, however, the bottleneck might reflect a strategic choice rather than a structural limitation. To evaluate the possibility that central operations can proceed in parallel, albeit with capacity limitations, we conducted two dual-task experiments with equal task emphasis. In both experiments, subjects tended to either group responses together or respond to one task well before the other. In addition, stimulus-response compatibility effects were roughly constant across stimulus onset asynchronies (SOAs). At the short SOA, compatibility effects also carried over onto response times for the other task. This pattern of results is difficult to reconcile with the possibility that subjects share capacity roughly equally between simultaneous central operations. However, this pattern is consistent with the existence of a structural central bottleneck.