Workload Transition Implications for Individual and Team Performance (1993) / Chapter Skim
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(5) An MlA1 army tank crew stands ready and waiting at the edge of a battlefield, its crew of four having waited in a state of combat readiness for
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BACKGROUND In 1988, in response to a request from the U.S. Army Human Engineering Laboratory, the Committee on Human Factors of the National Research Council undertook a project to provide advice and guidance on the effects of prolonged work underload on the subsequent performance of critical tasks and on approaches that could be employed to offset or compensate for decrements in performance that otherwise might occur.
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Finally, organizational structure has three subcomponents: team structure or command authority, team integrity or continuity of team membership over time, and autonomy or extent to which the team functions alone rather than in close coordination with a higher organizational structure. Characteristics of commercial airline crews, nuclear power plant control room crews, railroad freight train crews, merchant and military ship crews, natural disaster relief teams, emergency medical services crews, and trauma center and emergency room crews are briefly presented, followed by a few cautious generalizations which can be extended to the tank environment.
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Regardless of the specific sources of workload, adequate training and preparation, adopting strategies and tactics most appropriate for the situation, effective leadership and effective crew coordination can counteract some of the detrimental effects of imposed task demands, moving from one mode of behavior to another, environmental stressors, and fatigue. STRESS The post-transition phase will impose a substantial degree of stress, incorporating time pressure at a minimum, but also danger and various other environmental stressors.
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There is no known technique available to sustain human performance at an acceptable level for 72 continuous hours; however careful planning can result in the development of countermeasures, such as caffeine and other stimulants, increased physical activity, naps, monetary incentives, diet, and intensive social contact that can reduce the impact of sleep disruption on the performance of crew members. While these techniques can mitigate the deterioration of performance on the first night of sleep loss, none is effective in overcoming the impairments of performance that occur on the second or third nights of continuous operations.
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Local terrain features may obscure their view of significant landmarks, making it difficult to relate local terrain features to a more global context. Because electronic aids must have a line of site with the target and tanks have few navigation instruments, helicopter and tank crews must correlate features viewed in the external scene or described by other crew members with those depicted on paper maps.
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TEAM LEADERSHIP AND CREW COORDINATION Optimal team performance during a workload transition depends heavily on effective crew resource management personnel within the team sharing information effectively and coordinating their monitoring and task performance responsibilities. A breakdown in leadership and coordination among crew members may result in flawed decision making and improper actions.
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Training and experience facilitate the development of mental models that enable the prediction of future states from present evidence and frees operators from the need to monitor status displays continuously. Experts are more likely to perceive task goals and performance criteria correctly, thinking in terms of larger units of activity than novices.
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SIMNET allows individual crew members through battalion commanders to practice tasks and roles in a realistic, complex simulation environment necessary to develop the appropriate skills. The technology of embedded training allows individuals to practice procedural tasks in the operational environment.
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· Research is needed for the validation of training approaches against performance in a combat-like environment. Application of Research Results · Adequate training and preparation, adapting strategies and tactics most appropriate for the situation, effective leadership, and smooth crew coordination could counteract some of the detrimental effects of imposed task demands.
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· Countermeasures for sleep loss (e.g., stimulants, increased physical activity, naps, monetary incentives, diet, and increased social activity) , which are not effective after the second or third nights of continuous operations, should not be used.
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· Training to the point of automatic processing for proceduralized tasks IS require . · There should be maximum utilization of SIMNET.
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