Sunday, April 21, 2024
Each week we have been discussing Human Performance and J Rasmussen's human performance modes. This week we continue exploring each of the modes. We need to remember that all of us operate in each mode at different times depending on the circumstance, the work to be done and other factors. What is important to remember is that we need to learn to understand when specific modes are going to be more prevalent and make changes to our approach to help eliminate error. Last week we discussed Rule Based Human Performance Mode.
This week will talk about the next mode: Knowledge-Based Human Performance Mode. We tend to operate in knowledge-based human performance mode when there is uncertainty about what to do; no skill or rule is readily identifiable. We rely on our understanding and knowledge of the situation and related principles and fundamental theory we learned in our apprenticeship education to develop an appropriate response. We know how current flows, we understand alternating current principals, and electrical theory, grounding theory and motor theory from this education and we then use that knowledge to determine the safest course of action. Uncertainty creates a need for information. To gather information more effectively, our attention becomes more focused. Thinking takes more effort and energy, and the time devoted to processing the information to select an appropriate response to the situation can be in the order of minutes to hours.
Knowledge-Based Human Performance Mode Errors. The prevalent error when operating in knowledge-based mode is that decisions are often based on an inaccurate mental picture of the work situation. Knowledge-based activities require decision making based on diagnosis and problem-solving. Humans do not usually perform optimally in high-stress, unfamiliar situations where they are required to “think on their feet” in the absence of rules, routines, and procedures to handle the situation. The tendency is to use only information that is readily available to evaluate the situation and to become enmeshed in one aspect of the problem to the exclusion of all other considerations. Decision-making is erroneous if problem-solving is based on incomplete or inaccurate information.
When we are doing an analysis of the hazards (Hazard Risk Analysis) we need to consider if we are gathering all the correct information and understanding the situation if it is something that we have not done before so that we can avoid these types of errors. It is encouraged to ask questions, seek advice from those that have experienced that situation, consult experts. It is much better to take the time to understand all the risks and mitigate them, than to rush the situation to the detriment of ourselves or others.
This material is based on and copied from NFPA 70E, 2024 and also Rasmussen, J. (1983); Skills, rules, and knowledge; signals, signs, and symbols, and other distinctions in human performance models. IEEE Transactions on Systems, Man, and Cybernetics, (3), 257-266.
Comments