Human Performance T2B

1. Intra-personal: Mit mir selber

2. Inter-personal: Mit einer anderern Person

3. Intra-group: Innerhalb der Gruppe

4. Inter-group: Gruppe gegen Gruppe 

Crew work is impaired, which may reveal critical in the vent of an emergency

1. Mir bekannt/ euch bekannt = öffentlicher Bereich 

2. Mir nicht bekannt/ euch bekannt = Blinder Fleck

3. Mir bekannt / euch nicht = Privat

4. beidnen nicht bekannt

=> Ziel: öffentlicher Bereich vergrössen => Privater und Blinder Fleck verkleinern 

1. type

2. traits        => 1 und 2 nicht änderbar

3. attitude (Verhalten) => änderbar 

Gruppe: Ziel => zeitlich limitiert => united by common objective, who interact to perform a task or achieve common goals

Team: Jeder hat verschiedene Rollen => more role differntiations => Kann die Rolle des Andern nicht übernehmen => Cockpit

1+1 >2 => the group performance is higher than the sum total of the individual

1+1 < 2 the group performance is lower than sum of the individual

• Clear role allocation 
• balanced leadership
• clear operating rocedure 
• teh captain sets the tone for the mission 

Leadership: teh ability to inspire confidence (motivieren) and support among the people who are needed to achieve organisational goals 

Followership: the ability to be a good team player and to effectively help recognised leader

==> Any group needs a leader to make decision and good followers 

Blake and Mouton: a leadership grid with 5 main styles developed for managers who deal with wultiple subordinates

a) Production => Goal ==> Concern for production 

b) people orientiert ==> Concern for people 

1. Laissez fair 

2. autocratic (a)

3. Country club ( b)

4. Democratic (a und b => Fleigerei)

Captain will nichts von dem co-pilot wissen => macht alles alleine

Captain ist alles egal => macht nichts => co-pilot kann machen was er will

entsteht nicht durch Charakters, sondern durch einen Konflikt => Differenzen

idealfall ==> an open valve => the valve remains open when crew members show a positive attitude

1. Autocratic

2. Laissez faire

3. Self-centred

4. Synergetic 

a) the captain makes the decision but with the help and active participation of other crew members 

b) the plan of action is defined by the complete group 

c) there are large columes of communications in all directions 

1. Redunancy: same action performedby both crewmembers at teh same time => Beide machen das Selbe

2. Co-action: participants work side-by-side on the same site and share actions (Cockpit crew and cabin crew)

=> beide Gruppen haben das Selbe Ziel, arbeiten jedoch an verschiedenen Fronten 

3. Cooperation: most Captains and FO's 

Analyse of weakness of the organization structure => the openings in the cheese slices momentarily align, creating an open trajectory for the accident opportunity ==> dynamisch

Production and safety arbeiten gegeneinander => A few components of the production/safety comprise

70-80%

DurchEinsatz von GPWS (Ground awareness Warning system) => Grösste Unfallursache: lack of good judgement (falsche Einschätzung)

Crew Resource Management

Jens Rasmussen => Skill Rule knowledge Model => Wechsel in den nächsten Modus, wenn der einte nicht mehr ausreicht!

Declarative Wissensform => Theoretische Wissen (know what) => is used if a known rule is unsuitable for the problem posed => Passenger suffering a heart attack and you must divert

Regelbasiert => Schon mal gemacht= Aufbau von prozessualem Wissen => Is used if an automated behaviour will no longer lead to the intended outcome

Example: the choice of the moment selecting flaps

Errors: application of a poor rule, poor application of a good rule 

Automatismus=> Prozessuale Wissensform (Know how) => Following a VFR procedure without new problems, flying coordinated turn, the choice of the moment selecting flaps, riding a bicycle

Motor programs: stored routinesm executed without conscious control 

Errors: routine errors, action slip, environmental capture 

Motor Programm

Performance drops when resources are shared between two tasks requiring focused attention

(theory of multiple resources): There are several pools of resources ==>

1. to acquire information

2. to process it

3. to perform it

==> Performance is better when the different tasks make use of different resources 

Fähigkeit, wahrgenommen zu werden

75% der Wahrnehmung= iconic sture durch das Auge => 0,5 s dann wird es gelöscht 12% über das Ohr => echoic sture => 1-2 s dann wird es gelöscht

5 Sinnesorgane => 1st stage in information process; the intense of the stimuli is the basic of all perceptions; min. stimulation strength for the receptors to pick up is the sensory threshold, ==> Rising the perceptual threshold means a lesser sensitivity

Bottom up processing: was tatsächlich da ist (Aufmerksamkeitsressourcen zur Wahrnehmung)

Top down processing: Falsche Warnehmung => Langzeitgedächntnis sagt es so => The Gestalt low (auch wenn es nicht so ist ) ==> based upon informatin received as well as past experience and knowledge 

Wahrnehmung => is extremely resistant to correction; Incorrect perception can be highly persuasive;

Short term Memory or working memory

Holds information for the immediate use => 7 items +/. are store ca. 20 seconds => enables use to remember a clearance long enough to write it down => Sensitive to interruptions and interference ===>can be improved by chunking information and Mnemonics