Modeling Error Recovery in Dynamic Collaborative Domains

2002 ◽  
Vol 46 (3) ◽  
pp. 372-376
Author(s):  
Mark I. Nikolic ◽  
Nadine B. Sarter
Keyword(s):  
Error Detection ◽  
Human Error ◽  
Current Model ◽  
Error Recovery ◽  
Error Management ◽  
Negative Consequences ◽  
Collaborative Environments ◽  
Sequence Error ◽  
Recovery Strategies ◽  
Report Analysis

For many years, the focus of research in the area of human error was the prevention of erroneous actions and assessments through training and design. However, errors can never be eliminated completely. Therefore, the goal of more recent efforts is to minimize their negative consequences through support for error management, i.e., the detection, explanation, and recovery from erroneous actions. For the most part, these efforts have examined the first step in this sequence - error detection. In contrast, little is known about how operators explain and recover from errors. This is true especially for dynamic collaborative environments such as aviation. In this paper, we present findings from a survey and an incident report analysis that suggest the need for adapting the current model of error recovery. Specifically, we emphasize the importance of considering constraints imposed by specific domains in order to predict and explain the predominance and success of certain recovery strategies.

Use of error management theory to quantify and characterize residents’ error recovery strategies

2020 ◽  
Vol 219 (2) ◽  
pp. 214-220 ◽  
Author(s):  
Carla M. Pugh ◽  
Katherine E. Law ◽  
Elaine R. Cohen ◽  
Anne-Lise D. D’Angelo ◽  
Jacob A. Greenberg ◽  
...  
Keyword(s):  
Error Recovery ◽  
Management Theory ◽  
Error Management ◽  
Recovery Strategies

scholarly journals Risk Management and Learning Climate in Emergency Contexts: A Qualitative Study

2021 ◽  
Vol 13 (10) ◽  
pp. 5485
Author(s):  
Teresa Galanti
Keyword(s):  
Risk Management ◽  
Human Error ◽  
Safety Management ◽  
Qualitative Interviews ◽  
Management Training ◽  
Learning Climate ◽  
Error Management ◽  
Negative Consequences ◽  
Strategic Role ◽  
Error Management Training

Background: Several researchers have questioned the strategies necessary for effective risk management as well as of human error and its consequences, looking at both positive and negative consequences. Starting from this perspective, this study intended to investigate risk management in the emergency context due to the COVID-19 pandemic. Methods: A total of five in-depth interviews were conducted with senior managers of multinationals, asking them to talk about the management of their human capital and the policies of error and safety management adopted in their organizations before, during, and after the pandemic. Results: Qualitative interviews analysis revealed three interesting clusters related to crisis, trust, and risk management; quantitative results, instead, confirmed the existent link between crisis and error management and the strategic role of organizational management in the diffusion of a climate in which is possible to learn from both success and failure. Conclusion: In summary, preliminary results seemed to confirm what emerged from the most recent literature, which is the urgency for organizations to create a culture of intelligent risk-taking that leads to learning and improved knowledge and that includes the participation of all workers. Moreover, this study also underlines the possibility of extending the advantages of Error Management Training in emergency context.

Based on Human Behavior Process of Human Error Defensive Management Research for NPP

2017 ◽  
Author(s):  
Shen Yang ◽  
Geng Bo ◽  
Li Dan
Keyword(s):  
Power Plant ◽  
Nuclear Power Plant ◽  
Control Chart ◽  
Human Behavior ◽  
Nuclear Power ◽  
Human Error ◽  
Human Performance ◽  
Human Factor ◽  
Error Management ◽  
Root Cause

According to the research of nuclear power plant human error management, it is found that the traditional human error management are mainly based on the result of human behavior, the event as the point cut of management, there are some drawbacks. In this paper, based on the concept of the human performance management, establish the defensive human error management model, the innovation point is human behavior as the point cut, to reduce the human errors and accomplish a nip in the bud. Based on the model, on the one hand, combined with observation and coach card, to strengthen the human behavior standards expected while acquiring structured behavior data from the nuclear power plant production process; on the other hand, combined with root cause analysis method, obtained structured behavior data from the human factor event, thus forming a human behavior database that show the human performance state picture. According to the data of human behavior, by taking quantitative trending analysis method, the P control chart of observation item and the C control chart of human factor event is set up by Shewhart control chart, to achieve real-time monitoring of the process and result of behavior. At the same time, development Key Performance Indicators timely detection of the worsening trend of human behavior and organizational management. For the human behavior deviation and management issues, carry out the root cause analysis, to take appropriate corrective action or management improvement measures, so as to realize the defense of human error, reduce human factor event probability and improve the performance level of nuclear power plant.

scholarly journals Unconventionals in Europe: Best Practice vs. Worst Case - The Conflict Between Facts and Public Perception

2016 ◽  
Vol 23 (3) ◽  
pp. 377-386 ◽  
Author(s):  
Peter Burri
Keyword(s):  
Natural Gas ◽  
Public Perception ◽  
Human Error ◽  
Fossil Fuels ◽  
Fossil Fuel ◽  
Hydrocarbon Exploration ◽  
Negative Consequences ◽  
Rapid Improvement ◽  
Worst Case ◽  
The World

Abstract In spite of great progress in energy efficiency and in the development of renewable energy the world is likely to need significant amounts of fossil fuel throughout this century and beyond (the share of fossil fuels in the world mix has remained at about 86% of primary energy from 1990 to today). Gas, being the by far cleanest fossil fuel is the ideal bridging fuel to a world with predominantly renewable supplies. Thanks to the recent perfection of unconventional technologies there is no shortage of gas for this bridging function for at least the next 100-200 years. EASAC and several other European Institutions, notably the German Academy of Technical Sciences (acatech) have in the last few years carried out expert studies to assess the alleged environmental risks of unconventional hydrocarbon exploration and production. All these studies have, in agreement with other competent studies worldwide, come to the conclusion that there exists no scientific reason for a ban on hydraulic fracturing. With good practices, clear standards and adequate control the method causes no enhanced risks to the environment or the health of humans. Special attention has to be paid to the surface handling of drilling and fracking fluids. In Europe alone many thousand frac jobs have been carried out by the industry in the last 60 years without any severe accidents. The mishaps in North America have largely been the cause of unprofessional operations and human error. Especially in places with high air pollution, like many megacities of Asia, natural gas has to be seen as a unique chance to achieve a rapid improvement of the air quality and a significant reduction of CO2 emissions. This is also true for Europe where especially the use of domestic natural gas brings important benefits to the environment. The alternative to gas is in many regions of the world an increased consumption of coal, with all negative consequences.

On Your Watch: Automation on the Bridge

2002 ◽  
Vol 55 (1) ◽  
pp. 83-96 ◽  
Author(s):  
M. H. Lützhöft ◽  
S. W. A. Dekker
Keyword(s):  
Error Detection ◽  
Human Error ◽  
Automated Systems ◽  
Future Directions ◽  
Research Results ◽  
Sequence Of Events ◽  
The Future ◽  
Machine Work ◽  
Increase Efficiency

In this paper, we discuss the grounding of the Royal Majesty, reconstructed from the perspective of the crew. The aim is particularly to understand the role of automation in shaping crew assessments and actions. Automation is often introduced because of quantitative promises that: it will reduce human error; reduce workload; and increase efficiency. But as demonstrated by the Royal Majesty, as well as by numerous research results, automation has qualitative consequences for human work and safety, and does not simply replace human work with machine work. Automation changes the task it was meant to support; it creates new error pathways, shifts consequences of error further into the future and delays opportunities for error detection and recovery. By going through the sequence of events that preceded the grounding of the Royal Majesty, we highlight the role that automation plays in the success and failure of navigation today. We then point to future directions on how to make automated systems into better team players.

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