A Psychological Systems perspective on communications

1. A Psychological Systems perspective on communications Larry Hettinger, PhD

2. Overview • Systems theory and communications • Sociotechnical systems • Communications networks as sociotechnical systems • Control and feedback relationships • System-as-designed -> System-in-reality -> System-as-modified, redesigned, etc. • Incident analysis and ”Wargaming” for resilience

3. What’s a Complex system? • Simple – it’s just a collection of interconnected components • Component identify depends on the system of interest • Systems theory studies the interactions between system components • E.g., How do interactions between humans and technical systems impact organizational outcomes? • All systems are reliant on control and feedback relationships between components

4. Sociotechnical System Regulatory Economic Environmental Societal

5. Organizational Safety Control Structure (SCS) Public opinion High-Level SCS State/Government Funding Special instructions Status and needs The Public Corporate The FRA Regulations, inspections Funding & Priorities Status and needs Rail (VP, Finance) Specific complaints Unions Funding & Priorities Status and needs Negotiations regarding pay, safety, and punishments Deputy General Managers Oversee departments Delegate work Regional Management/ Planning/Administration Delegate work Front-Line Supervisors Oversee work Ensure qualifications Front-Line Workers Operations Maintenance Physical Systems

7. Organizational Safety Control Structure (SCS) High-Level SCS with Branches Public opinion State/Government Funding Special instructions Status and needs The Public Corporate The FRA Regulations, inspections Funding & Priorities Status and needs Rail (VP, Finance) Specific complaints Unions Status and needs Funding & Priorities Negotiations regarding pay, safety, and punishments Deputy General Managers • Infrastructure • Build, inspect and maintain track, bridges, signals, electrical, etc. • Coordinate with transportation regarding operational needs • Equipment (Mechanical) • Acquire, inspect, and maintain cars and locomotives • Coordinate with transportation regarding operational needs • Transportation • Manage schedules, consist inventory, and staffing for rail operations • Deal with staffing needs, including training, rules, compliance, and crew management

8. Organizational Safety Control Structure (SCS) Transportation- Focused SCS The FRA Public opinion The Public State Government Ridership Comments and complaints Funding Special instructions Status and needs Regulations Inspections Negotiations OSS and C3RS Corporate (ED, Rail VP, Finance) Customer service Unions Safety Programs Data Findings Status and needs Funding & Priorities Engineering (Infrastructure) Equipment (Mechanical) DGM Transportation Oversee & delegate work Status and needs Training, Rules & Compliance Departments Superintendents Equipment (Consist) Management Crew Management Rail Service Planning System Operations Provide equipment Status Bulletins Train Schedules Crew calling Training dates Chief Dispatcher Yardmaster Status Infrastructure issues Trainmasters and Road Foremen Dispatcher Infrastructure issues Trouble Desk Drill sheets Qualification Discipline Trouble Desk Equipment issues Conductors and Engineers Equipment issues Systems approaches of this type of very scalable

9. What do we do with these models? CorporateLeadership & Tech • Identify and analyze performance-relevant control and feedback relationships between system components • Identify missing, time-delayed, erratic or otherwise dysfunctional links • Analyze system-as-designed, system-as-practiced – develop system-as-redesigned Management, Supervisors & Tech “Sharp End” Workers & Tech

10. Trucking Company – as designed CSA Senior Management Customer Dispatch Maintenance Safety Driver OBM, ELD, TMW Driver Trainer Safety control link Safety feedback link

11. Heavy Manufacturing System – As Designed Supervisor: Assigns work and appoints TC. 23. Assign TC Report major issues Report work status and issues Task Coordinator: Checks for conflicts & signs off on LOTO. Status of all Active LOTOs 20. Sign in* 21. Sign-out** Check in, discuss work packages Request LOTO approval Report LOTO status and issues 22. Assign work packages 18. Assign RE 19. Approve LOTO Responsible Employee (RE): Performs LOTO according to appropriate procedures and ensures LOTO protection. 11. Create logsheet 12. Sign in* 13. Sign-out** Current LOTO status System status Energy status Report work status and issues 4. Shut down 5. Tryout / Release stored energy 6. Restore system 2. Select standard procedures, OR 3. Develop special use procedures 7. Apply lock 8. Remove lock 9. Apply tag 10. Remove tag Lock status Tag status 16. Sign in 17. Sign out Protected Employee(s): Perform work and follow safety instructions. Logbook: Record of LOTO activities. Lock & tag: Indicate LOTO and maintain LOTO status. Current LOTO status 14. Tryout system 15. Assigned work Energy status Work status 1. Enforce zero-energy state Check in with TC Discuss work packages System or Component: Requires work. LEGEND Greencontent depicts Actions. Blue content depicts Feedback.

12. Heavy Manufacturing System – As Practiced Missing feedback / communications Supervisor: Assigns work and appoints TC. 23. Assign TC Report major issues Report work status and issues Task Coordinator: Checks for conflicts & signs off on LOTO. Status of all Active LOTOs 20. Sign in* 21. Sign-out** Check in, discuss work packages Request LOTO approval Report LOTO status and issues 22. Assign work packages 18. Assign RE 19. Approve LOTO Responsible Employee (RE): Performs LOTO according to appropriate procedures and ensures LOTO protection. 11. Create logsheet 12. Sign in* 13. Sign-out** Current LOTO status System status Energy status Report work status and issues 4. Shut down 5. Tryout / Release stored energy 6. Restore system 2. Select standard procedures, OR 3. Develop special use procedures 7. Apply lock 8. Remove lock 9. Apply tag 10. Remove tag Lock status Tag status 16. Sign in 17. Sign out Protected Employee(s): Perform work and follow safety instructions. Logbook: Record of LOTO activities. Lock & tag: Indicate LOTO and maintain LOTO status. Current LOTO status 14. Tryout system 15. Assigned work Energy status Work status 1. Enforce zero-energy state Check in with TC Discuss work packages System or Component: Requires work. LEGEND Greencontent depicts Actions. Blue content depicts Feedback.

13. Wargaming for organizational resilience • Control structure models are a useful adjunct to planning for the ‘unexpected’ • Resilience Engineering • Multidisciplinary • System focused • User driven • Not simply focused on ‘weakest link in the chain’ • Focus is on identifying all relevant, potentially problematic component interactions

14. Sociotechnical Systems Mental Model Potential for Effective Behavior Mental models play a key role in performance quality

15. Conclusions • Systems thinking is an emerging alternative to traditional approaches to communications, safety, performance, etc. • Heavy emphasis on component interaction as opposed to component performance • Communication networks are prototypical examples of complex, sociotechnical systems • Analysis and design methods for complex sociotechnical systems are catching up to the technology • Challenge is to keep them simple enough for use!

16. Thanks! Have a beautiful autumn!