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Exam Revision Flashcards

1
Q

Components of the SHEL(L) model?

A

Software - the rules, procedures, spoken words etc., which are part and parcel of standard operating procedures

Hardware - the air traffic control suites, their configuration, controls and surfaces, displays and functional systems

Environment - the social and economic climate in which the ATC operates as well as the natural environment

Liveware - the human beings within the system

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2
Q

Focus of the SHEL(L) model?

A

The focus of this model is that errors occur due to the mismatch of interfaces between the components in the system.

By studying and apating the interfaces to the needs of the operator, errors can be manages or reduced.

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3
Q

SHEL(L) Component Relationships?

A

Liveware - Software

Liveware - Hardware

Liveware - Environment

Liveware - Liveware

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4
Q

Five competencies of Team Resource Management (TRM)

A
  1. Enhancing decision-making skills
  2. Developing effective interpersonal communication
  3. Developing leadership/followership abilities
  4. Engendering a ‘team’ concept for enhanced operational performance
  5. Dealing with stress
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5
Q

Cultural shells of the SHEL(L) model?

A
  1. Professional
  2. Organisational culture
  3. Safety culture
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6
Q

Five levels of the Reason model?

A
  1. Organisational Decision Makers
  2. Line Management
  3. Environmental Factors (including culture)
  4. Productive Activities (task related activities)
  5. Defences
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7
Q

Mechanism of Reason Model

A

Recognises that all components of the system can contribute to, and detract from, safe and effective operations.

Usually if their is a failure in one level, there are procedures and practices in another level thay will usually prevent the failure from escalating.

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8
Q

Latent conditions

A

Conditions associated with the task, environment or the people themselves that may have contributed to the human behaviour, as well as higher level organisational and system factors that may combine with local conditions and active failures to cause an accident.

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9
Q

Individual and Team Actions

A

Also called ‘unsafe acts.’ Errors or breaches which trigger the event. People may not necessarily know at the time that the action they are committing is at-risk or unsafe.

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10
Q

Active Failures

A

Errors or risky behaviours that have an immediate and adverse effect.

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11
Q

Barriers

A

Inadequate or absent defences.

The last lines of defence against an accident and are designed to catch the errors before they can escalate into incidents or accidents.

e.g.
- physical barriers
- alarms
- interlocks
- keys
- passwords
- protective equipment
- checklists
- rules and procedures
- emergency training

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12
Q

Most human error types are associated with?

A

Simple and complex tasks and human-machine interactions and are predictable in nature.

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13
Q

Human Error

A

Inadvertently doing other than what should have been done; a slip, lapse or a mistake

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14
Q

At-Risk Behaviour

A

A behavioural choice which increases risk, where risk is not recognised or mistakenly believed to be justified.

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15
Q

Reckless Behaviour

A

A behavioural choice to consciously disregard the substantial and unjustifiable risk

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16
Q

System Design: Barriers

A

A device (administrative or physical) installed to prevent the human error from occurring in the first place.

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17
Q

System Design: Recovery

A

Refers to our ability to catch an upstream error or failure before it can lead to an adverse outcome.

Often this is achieved with the use of feedback, downstream tests, or checks.

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18
Q

System Design: Redundancy

A

The creation of multiple paths to allow success through a second path if the first path does not work.

The multiple paths can work in parallel so thay failure in one or more does not jeopardize the mission or goal.

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19
Q

Hypoxia

A

A condition in which a shortage of oxygen in the air being breathed affects the oxygen saturation or haemoglobin in the blood.

Hypoxia can occur quickly and the body ability to adapt to a low oxygen condition is poor when the onset is fast.

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20
Q

Symptoms of Hypoxia

A
  1. Behavioural changes
  2. Confusion
  3. Euphoria
  4. Innattentiveness
  5. Sense of well-being
  6. Confused thinking
  7. Apprehension
  8. Fatigue
  9. Belligerence
  10. Hyperventilation
  11. Mental confusion
  12. Poor judgment
  13. Unconsciousness
  14. Headache
  15. Slurred speech
  16. Tingling in the skin
  17. Changes in vision
  18. Dizziness
  19. Racing Heart
  20. Disorientation
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21
Q

Psychological factors that can affect human performance

A
  1. Stress
  2. Workload
  3. Fatigue
  4. Information processing and situational awareness
  5. Decision making and judgment
  6. Attention
  7. Vigilance
  8. Memory
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22
Q

Stress

A

A reaction that is initiated when a situation is evaluated as a threat and requires actions beyond an individuals normal operational intensity level.

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23
Q

Physical stressors

A
  • pain
  • hunger
  • lack of sleep
  • exhaustion
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24
Q

Environmental stressors

A
  • noise
  • pollution
  • over-crowding
  • excess heat
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25
Common cause of stress in ATS staff?
Performance anxiety created by the individuals perception that their ability and that required of the system is different.
26
What can raise an individuals tolerance to stress?
Training and conditioning (practice)
27
Acute stress
Stress experienced across a short period of time from which complete recovery to a normal equilibrium is made.
28
Chronic stress
Ongoing constant stress
29
Types of stress
Eustress - positive stress. Motivates a person to cope with stressirs and allows a person to perform effectively and may even increase performance. Distress - negative stress. Occurs when stimulation is excessive and causes fear of the situation, panic, anxiety or agitation. Usually results in poor performance Anxiety - stress related to an unforeseen or imagined threat.
30
True or False. Extremely high levels of over arousal for short durations can lead to exhaustion.
True.
31
Health implications of chronic stress
- Stroke - Heart disease - Heart attack
32
Symptoms of chronic stress
- insomnia - sleepy at inappropriate times - fatigue - lack of concentration - poor memory - tunnelling of senses - physical problems - emotional problems - behavioural problems
33
Adaptive reactions to stress?
1. Freezing - unable to react 2. Flight - trying to escape the situation 3. Fight - facing and working through the problem
34
Levels on the Yerkes-Dodson curve
1. Sleep 2. Boredom 3. Mild alertness 4. Optimal level 5. Stress 6. Anxiety 7. Panic
35
The PIDA model
Perceive Interpret Decide Act
36
Examples of stimuli recieved during perception
Visual - on screen information, scratchpad, weather briefing Auditory - coordination, team member instruction, readback, alert/alarms Sensory - input into the keyboard / mouse
37
Features to assist in maintaining situational awareness
Integrated and goal-oriented information presentation Prominent system clues Elimination of unneeded information Reduced prominence of non-critical information
38
Factors which may cause perception errors
1. Data not available 2. Data hard to discriminate or detect 3. Failure to monitor or observe 4. Misperception of data 5. Memory loss
39
Interpreting stage of information processing
We create a mental model of the total traffic or a specific scenario unfolding and what it will look like in the future - priority of action - perception of risk - any change in mental model of traffic picture - probable future state
40
Interpreting errors may occur through:
1. lack of or incomplete mental model 2. Use of incorrect mental model 3. Prioritisation 4. Biases (expectation/confirmation)
41
Expectation bias
We see/hear/believe what we expect to see or hear or believe should be there based on experience
42
Confirmation bias
An unconscious behaviour where we only look for information that will confirm our view of the world
43
Decision Making
Rather than make comparisons and then consider options in terms of the situations outcome, and experiences decision-maker will retrieve an appropriate response based on recognises a familiar situation. Decision making, particularly in a highly complex and dynamic environment, needs practice.
44
The Act
Once a decision has been made a response is generated. During the response, several feedback loops are opened. The feedback is used to make comparisons with past memories to ascertain the response's correctness.
45
True or False. Visual stimuli are more likely to divert our attention than auditory.
False. Auditory stimuli are more likely to divert our attention than do visual stimuli. Hence sound is more likely to be responded to correctly than is visual information in times of stress.
46
Iconic memory
Visual sensory store. Lasts between 0.5 & 1 second.
47
Echoic memory
Auditory information store Last for between 2 and 8 seconds
48
Working memory
Also called short-term memory. Information stored into this memory remains only for a brief period - typically 8 to 12 seconds.
49
Techniques to assist in retaining information
Chunking Rehearsing.
50
Working memory model.
Central executive - acts as a supervisory system and congrs the flow of information to and from its slave systems. Recall limit of 7+-2 items. Processing capacity of 4 interacting variables. Phonological loop - stores audio information Visuospatial - stores information about what we see Episodic - link and stores integrated units of visual, spatial and verbal information with time sequencing.
51
Long term memory
Less dynamic than the working memory. Contains strategic information. Information is input into the long term memory by repetition, rehearsal and active recall and manipulation of the information. May store information in the form of schemes, models or prototypes.
52
Factors affecting attention and vigilance
1. Time on task 2. Signal frequency 3. Environment/Noise 4. Temperature 5. Sleep loss 6. Motivation
53
Complacency
A state of self-satisfaction with one's own performance coupled with an unawareness of danger, trouble or controversy.
54
Threat and Error Management
TEM is an overarching safety concept regarding aviation operations and human performance. A conceptual model thay assists in understanding, from an operational perspective the inter-relationship between safety and human performance in dynamic and challenging operational contexts.
55
Components of the TEM framework
Threats - events or errors that occur beyond the influence of the line personnel, increase operational complexity, and which just be managed to maintain the margins of safety. Errors - actions or inactions by the line personnel that lead to deviations from organisational or operational intentions or expectations Undesired states - Operational conditions where an unintended situation results in a reduction in margins of safety. Often considered the last stage before and accident or incident
56
Hypoxia - Time of Useful Consciousness
15000 - 30min+ 18000 - 20-30 min 22000 - 5-10 min 25000 - 3-5 min 28000 - 2.5-3 min 30000 - 1-3 min 35000 - 30-60 seconds 40000 - 15-20 seconds 45000 - 9-15 seconds 50000 - 6-9 seconds
57
Components of ATS Human Performance Model
1. Operational Environment 2. Operator Interface 3. Operator 4. Individual Factors 5. Outcomes
58
Factors affecting vision
- Ambient light - Age - Transition time between environments with high/low ambient lighting - intensity of colour - Medication - Orientation - Smoking - Diet - Sunglasses For pilots - field of vision from cockpit - contrast of aircraft against background - glare of the sun - atmospheric conditions
59
Factors affecting hearing
- any sound over 80dB may be hazardous - age - Ambient noise - distraction - alerts/alarms - pilot/controller accent
60
Three types of memory in long term memory.
1. Episodic 2. Procedural 3. Semantic
61
Vigilance
An individuals ability to pay close and continuous attention to a field of stimulation for a period of time, watchful for any particular changing circumstances.
62
Trust in automation quadrants
1. Over trusting (trust high/system reliability low) 2. Correct trust (trust high/system reliability high) 3. Correct distrust (trust low/system reliability low) 3. Under trusting (trust low/system reliability low)
63
Prospective memory
The ability to hold a list of tasks that must be done some time in the future. The internal alarm that alerts the operator to the fact that there are outstanding tasks requiring action.
64
System support tools
1. Detection support tools 2. Decision support tools 3. Monitoring support tools
65
Detection support tools
Help the operator identify threats errors or issues in situations where they may not have detected them on their own. Examples: - Predicted level mismatch - STCA - Aerodrome ground surveillance system - Alarms - Other operators and pilots
66
Decision support tools
Help reduce the cognitive effort associated with complex calculations and assessments. Examples: - calculators - lateral conflict tool - time of passing tool - bearing and range line - tower situational awareness display
67
Monitoring support tools
Provide information to assist the operator in ensuring their plans are appropriate, correctly executed and sufficient to ensure safety Examples: - another controller sighting an aircraft - short route probe - velocity vector - individual quick look - pilot report

Human Performance (1 decks)

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