Institut Mensch in komplexen Systemen
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Publikation Developing trainings to improve cognitive skills of technical operators in the railway domain(04.12.2020) Wahrstätter, Stefan; Brüngger, Jonas; Stoller, Nicole; Hostettler, Karin; Nisoli, Giulio; Fischer, KatrinTechnical operators in the railway domain are experts responsible for the supervisory control of the traction power network as well as of the railway tunnels. The technical systems used to face these demanding tasks are constantly increasing in their complexity. To carry out this complex activity, it is essential that they have the necessary expertise, not only to master the execution of their own activity under normal conditions, but also to be able to react appropriately to unexpected events. To achieve this, the technical operators must be trained beyond the basic training in which they are educated in terms of technical knowledge and working with guidelines. Trainings to improve the cognitive skills required by technical operators are still lacking in Switzerland. Our team of the University of Applied Sciences Northwestern Switzerland together with a Swiss railway company, in a joint research project, developed trainings to improve the relevant cognitive skills of technical operator in the railway domain. In a first step, we conducted observational interviews to analyze the tasks of technical operators. In a second step, we applied a "Cognitive Task Analysis" (CTA) to identify the cognitive skills that the operators need to perform their tasks. In a third step, we grouped these cognitive skills in order to identify training topics for which the trainings should be developed. The resulting most relevant training topics are: (1) establishing mental models, (2) communication, (3) teamwork, (4) practical rehearsal. For each of these training topics, we defined specific goals that should be achieved by technical operators through the participation to the trainings. All defined goals related to three main categories: knowledge, skills and attitude. Only by considering all three categories, it can be ensured that achieving the goals leads to the theoretical understanding of the desired behavior, the ability and the willingness to really implement it in the work setting. Based on the goals defined for each of the identified training topic, we could finally develop trainings able to improve the relevant cognitive skills of technical operator. For each training topic, we developed two types of trainings: off-the-job trainings and on-the-job trainings. Off-the-job trainings are conceived to be carry out outside of working hours. These include presentations of theoretical content of the training, practical exercises with which the relevant skills can be acquired, and group discussions to support the transfer into the daily work routine. The on-the-job trainings consist of exercises that the technical operators can carry out during their working hours, independently or in consultation with instructors. All taken together, the participation to these trainings allows technical operators to achieve the defined goals, making sure that the relevant cognitive skills of their job are effectively trained.06 - PräsentationPublikation Reducing Monotony in Rail Signaling by Secondary Tasks with Various Levels of Demand – An Experimental Study(02.12.2020) Brüngger, Jonas; Niederhauser, Mario; Wirth, Michaela; Peter, Josua; Huber, TanjaMonotony is a condition characterized by various symptoms. It shows itself through task-related boredom and passive task-related fatigue. In addition, monotony manifests itself in a reduction of attention and thus conveys, in reduced performance. In highly automatized train traffic control, monotony is a current problem. The question addressed in the present study is, whether a cognitively demanding secondary task does reduce the experience of monotony and mitigate the loss of performance more than a cognitively less demanding secondary task. The secondary tasks considered in the present study are job enrichments. Job enrichment means enriching a performed monitoring activity with additional tasks at a higher level of requirements. This results in a qualitative change in the activity. According to Kreikebaum and Herbert (1988), job enrichment measures extend the scope of activity of those carrying out the work by increasing the demands of the work on different skills (skill variety). In particular, they require additional anticipatory thinking (Ulich, 2005) and expand the scope of decision-making and control by increasing autonomy (Kreikebaum & Herbert, 1988). We realized an experimental laboratory setting using a unifactorial between-subjects design with 3 factor levels of demand (none, low, high). 40 test persons took part in the study. The primary task used in the experiment was a monitoring task similar to the tasks of train traffic controllers at their workplaces. For all test persons experienced monotony was recorded before and after the processing of the monitoring task (primary task), detection performance (d') and reaction times were recorded during the execution of the task. Two experimental groups worked on secondary tasks with different levels of demands, one control group performed the monitoring task without a secondary task. The secondary task included a simple visual search, a mental calculation (depending on the level of demand) and verbally naming the result of the calculation. An irregularly occurring acoustic signal triggered the necessity to process the secondary task. The results show a reduction in the experience of monotony compared to the control group for both levels of demand in the secondary task. The secondary task at the higher level of demand reduced the experience of monotony stronger than the secondary task with the lower level of demand. The secondary tasks led to no clear improvement in detection performance (d') or reaction times. No negative effects, such as a reduction in performance due to excessive demands, were shown. Based on the results of this study, task enrichment through secondary tasks as a measure against monotony appears to be valid in the context of monitoring activities. In practice, this should reduce various negative effects of monotony in train traffic control such as dissatisfaction, increased fluctuation, unacceptable sideline activities or falling asleep.06 - PräsentationPublikation Entwicklung sicherheitsförderlicher Aufsichtsstile im Bahnbetrieb(Bundesamt für Verkehr (BAV), 27.10.2020) Ritz, Frank; Brüngger, Jonas05 - Forschungs- oder ArbeitsberichtPublikation Entwicklung von Leitsätzen für eine adäquate Regulationskultur im Bahnverkehr(Bundesamt für Verkehr (BAV), 27.10.2020) Ritz, Frank; Brüngger, Jonas05 - Forschungs- oder ArbeitsberichtPublikation Aufsicht durch das BAV und vorschriftenkonformes Verhalten in der betrieblichen Praxis(Bundesamt für Verkehr (BAV), 27.10.2020) Ritz, Frank; Brüngger, Jonas05 - Forschungs- oder ArbeitsberichtPublikation Fehlpassungen von Vorschriften und operativen Anforderungen(Bundesamt für Verkehr (BAV), 27.10.2020) Ritz, Frank; Brüngger, Jonas05 - Forschungs- oder ArbeitsberichtPublikation Analyse der Inadäquanz von Vorschriften und betrieblichen Anforderungen bei Rangierfahrten(Bundesamt für Verkehr (BAV), 27.10.2020) Ritz, Frank; Brüngger, Jonas05 - Forschungs- oder ArbeitsberichtPublikation TINT – A Technique for Visualizing Team Processes(Cambridge University Press, 09/2018) Koch, Julia; Ritz, Frank; Kleindienst, Cornelia; Brüngger, Jonas; Brauner, Elisabeth; Boos, Margarete; Kolbe, MichaelaThe present chapter focuses on the description of TINT (Team INTeraction), a technique that allows capturing and visualizing team processes throughout their development in time by taking collective, complex, dynamic, and naturalistic aspects into account. TINT supports researchers in exploring and understanding how teams organize their interactions within a naturalistic work setting, and to assess effective team behavior for a successful task fulfillment. Teams have to collectively adapt their team members’ activities to the dynamic situational demands of the sociotechnical system to monitor and control its functioning and outcomes. In order to do so, the team members need to pursue shared goals, coordinate their activities, and be responsive to each other. They coordinate their intentions and actions based on cognitive representations of not only themselves but also the other team members. Such collective action can be described as “joint cooperative activities” (Bratman, 1992; Tomasello, Carpenter, Call, Behne, & Moll, 2005 ). TINT focuses on joint activities teams carry out to integrate individual knowledge and to elaborate and execute collective plans that help them to meet their common goals under the given situational requirements. For operationalization purposes, we draw on the concept of macrocognition (Cacciabue & Hollnagel, 1994; Klein, Ross, Moon, Klein, Hoffman, & Hollnagel, 2003). Macrocognitions describe specific types of joint team activities, e.g., detecting an unexpected situation, generating hypotheses about the situation, creating a strategy for achieving a desired state of their work system, and collectively executing action plans (Patterson, Miller, Roth, & Woods, 2010). This takes place in a realistic working context, which is typically characterized by complexity, ambiguity, high risks, time pressure, and conflicts of goals (Klein, Ross, Moon, Klein, Hoffman, & Hollnagel, 2003). TINT allows focusing on the team as the examination unit and visualizing its joint team processes in a holistic and comprehensive manner. The resulting visualization can not only be used for in-depth assessment among researchers but also as a basis to stimulate discussion and reflection among the assessed teams. The possibility to include the teams’ perspectives in the analysis process is what makes TINT an innovative and useful complement to quantitative analyses focusing on aggregated individual behavior data regarding frequencies and patterns (e.g., Stachowski, Kaplan, & Waller, 2009; Waller, 1999; Waller, Gupta, & Giambatista, 2004; Zala-Mezö, Wacker, Künzle, Brüesch, & Grote, 2009). TINT complements existing research methods with a more interpretative and naturalistic approach that respects that team processes are reciprocally embedded in specific work contexts and influenced by dynamic task demands. It is suitable not only for the enrichment of field and simulator-based studies to deepen scientific knowledge but also for an initialization of organizational learning processes about effective team processes in practice.04A - Beitrag Sammelband