Research output: Contribution to conference › Poster › peer-review
Socio-technical system design and organisational power structures: Addressing growing complexity in aerospace. / Amaldi, Paola; Quercioli, Monica, S.; Smoker, Anthony.
2016. 1 Poster session presented at Human Factors in Complex Systems, Nottingham, United Kingdom.Research output: Contribution to conference › Poster › peer-review
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TY - CONF
T1 - Socio-technical system design and organisational power structures:
T2 - Human Factors in Complex Systems
AU - Amaldi, Paola
AU - Quercioli, Monica, S.
AU - Smoker, Anthony
N1 - Paola Amaldi, Monica S. Quercioli, Anthony Smoker, ‘Socio-technical system design and organisational power structures: Addressing growing complexity in aerospace’, poster presented at Human Factors in Complex Systems, Nottingham, UK, 7-8 June, 2016.
PY - 2016/6/7
Y1 - 2016/6/7
N2 - This study identified and analysed the concerns of aviation stakeholders (regulators, air traffic controllers, engineers , pilots) about automation at different levels within organisational and societal structures. It also generated themes to illustrate possible relationships, associations and inter-connections between these concerns. The resulting hypothesis stated two key points: first, a somewhat deficient human communication, cooperation and interaction; second, a lack of awareness about deeper power & cultural issues (such as the dynamics of hierarchies and power structures) that lie beneath the surface of day-to-day operations. In acknowledging these two points, it could more effectively highlight areas for improvement in resiliency in what are still today predominantly techno-centric system. Essentially, organisations could create cultures that produce the genuine change needed for resilience in the face of rising complexity and emerging risks.
AB - This study identified and analysed the concerns of aviation stakeholders (regulators, air traffic controllers, engineers , pilots) about automation at different levels within organisational and societal structures. It also generated themes to illustrate possible relationships, associations and inter-connections between these concerns. The resulting hypothesis stated two key points: first, a somewhat deficient human communication, cooperation and interaction; second, a lack of awareness about deeper power & cultural issues (such as the dynamics of hierarchies and power structures) that lie beneath the surface of day-to-day operations. In acknowledging these two points, it could more effectively highlight areas for improvement in resiliency in what are still today predominantly techno-centric system. Essentially, organisations could create cultures that produce the genuine change needed for resilience in the face of rising complexity and emerging risks.
KW - automation, power structure
M3 - Poster
SP - 1
Y2 - 7 June 2016 through 8 June 2016
ER -