Distributed Situation Awareness (Human Factors in Defence) by Paul M. Salmon, Neville A. Stanton, Daniel P. Jenkins

By Paul M. Salmon, Neville A. Stanton, Daniel P. Jenkins

Having a correct knowing of what's occurring is a key commodity for groups operating inside army platforms. 'Situation know-how' (SA) is the time period that's used inside of human components circles to explain the extent of know-how that operators have of the location that they're engaged in; it makes a speciality of how operators improve and continue a adequate figuring out of 'what is occurring' with a view to be successful in activity functionality. over the last 20 years, the build has turn into a basic topic in the parts of process layout and evaluate and has obtained huge recognition from the human elements learn neighborhood. regardless of this, there's nonetheless substantial debate over how SA operates in advanced collaborative structures and the way SA fulfillment and upkeep is better supported via approach, strategy and interface layout. This booklet specializes in the lately constructed proposal of disbursed state of affairs understanding, which takes a platforms viewpoint at the notion and strikes the focal point on scenario expertise out of the heads of person operators and directly to the final joint cognitive method such as human and technological brokers. state of affairs expertise is seen as an emergent estate of collaborative structures, whatever that is living within the interplay among parts of the approach and never within the heads of person operators operating in that method. the 1st a part of the publication offers a finished evaluation and critique of current SA idea and size techniques, following which a unique version for advanced collaborative structures, the dispensed SA version, and a brand new modelling technique, the propositional community process, are defined and verified. the subsequent half specializes in real-world functions of the version and modelling process, and provides 4 case reviews undertaken within the land conflict, multinational conflict and effort distribution domain names. every one case examine is defined by way of the area in query, the technique hired, and the findings derived relating to scenario wisdom idea. The 3rd and ultimate a part of the publication then concentrates on theoretical improvement, and makes use of the tutorial literature and the findings from the case examine functions to validate and expand the allotted SA version defined at first of the ebook. In last, the application of the disbursed SA version and modeling approach are defined and a sequence of preliminary instructions for assisting disbursed SA via procedure layout are articulated.

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Smith and Hancock’s (1995) complete model therefore views SA as more of a holistic process that influences the generation of situational representations. For example, in reference to air traffic controllers ‘losing the picture’, Smith and Hancock suggest, ‘SA is not the controller’s picture. ’ (Smith and Hancock, 1995, p. 142). In a similar fashion, Adams et al. (1995) used a modified version of Neisser’s (1976) perceptual cycle model in an attempt to clarify the cognitive components involved in the acquisition and maintenance of SA.

Taylor’s (1990) work has received attention but more so for the Situation Awareness Rating Technique (SART; Taylor, 1990) measurement approach that was subsequently developed. To summarise, each theory has its useful components. Stanton et al. (2001) point out that three level model, the perceptual cycle model and the activity theory model all have an element of truth in them. The definition of SA as externally directed consciousness, in our opinion, certainly holds the most credibility and in terms of theoretical utility.

Another key concept thought to be critical to team SA is the notion of shared mental models. , 2000). Fiore et al. (2003) suggest that a shared mental model is, ‘the activation in working memory of team and task-related knowledge while engaged in team interaction’. According to Klein (2000), shared mental models refer to the extent that members have the same understanding of the dynamics of key processes; for example, roles and functions of each team member, nature of the task and use of equipment.

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