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Chapter 19: Social Factors

Chapter 19: Social Factors. Human Factors EXP 4250 Dr. Steve. Chapter Overview. Types of Systems Groups and Teams and Their Performance Team Training Computer-Supported Cooperative Work Decision Making through Groupware Computer-Supported Team Performance

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Chapter 19: Social Factors

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  1. Chapter 19: Social Factors Human Factors EXP 4250 Dr. Steve

  2. Chapter Overview • Types of Systems • Groups and Teams and Their Performance • Team Training • Computer-Supported Cooperative Work • Decision Making through Groupware • Computer-Supported Team Performance • Difficulties in Remote Collaboration • Macroergonomics and Industrial Intervention

  3. Behavior at work • Function of: • Social context • Organizational context • Groups/teams, team training,computer-supported cooperative work, macroergonomics • Exs: norms,social loafing,why we all hate group projects in class

  4. Complexity Feedback loops Interconnected subsystems High complexity: require decentralization Low complexity: less feedback, fewer systems reliant on each other Coupling Type and degree of connection between subsystems High coupling: tight centralization Low coupling: provides more flexibility amongst subsystems Types of Systems

  5. Highly complex, tightly couples = little room for error

  6. Groups and Teams • Increased • Efficiency • Flexibility • Due to increased complexity and cognitive demands • Wider organizational design • Decision making decentralized

  7. So what’s the difference? • Teams • Complimentary • Role differentiation • Coordination lead to goal completion • Groups • Similar roles • Little differentiation • Individual contributions lead to goal completion • Crews?

  8. Which is which?

  9. Group Performance • Dispensable? • Distinguishable? • Responsibility for outcome? • Motivated?

  10. Negatives of Groups • Groupthink: minimize conflict by not thoroughly analyzing info • Collective rationalization: explain away contrary info • Pressure to conform: “yes man” – go with the flow

  11. Team Performance • Leader must fit to task • Individuals must have complimentary: • Task work skills • Teamwork skills • Remain small – larger makes communication difficult • As project complexity increases, so does the team’s complexity So what makes a team successful?

  12. Common and meaningful vision and purpose Defined performance goals Members are mutually dependent on one another Commitment to team Transformational leadership Coordination Shared accountability Characteristics of Successful Teams

  13. Not uniformly beneficial Task work skills and teamwork skills Teamwork Skills include: Cooperation Coordination Communication Adaptability Giving suggestions/criticisms Acceptance of suggestions/criticisms Team spirit Team Training

  14. Job cross-training: eliminates need for role differentiation, increases knowledge, and increases cohesiveness

  15. Communication Problems • No shared mental model • No time/resources to plan/strategize • No cognitive resources to ask others for info • No implicit communication in emergencies

  16. Groupware • Computer-supported cooperative work • Reduces communication barriers • Provides structure and direction

  17. How does computer-supported communication help? • Provides anonymity • Imposes structure • Provides work-processing functions • Provides work space for ideas and discussion • Reduces counterproductive behavior • Reduces control problems

  18. Computer-supported team performance: Group-view Displays • Provide a status overview • Direct personnel to additional information • Support collaboration among crew members • Support coordination of crew activities

  19. Difficulties • Knowing who is doing what • Loss of subtle physical and facial cues • Situational awareness • Usability, knowledge, and comfort for users

  20. Must combat difficulties Growing in popularity Trust among members – fragile but vital Develop trust by face-to-face meetings prior to virtual work Trust: Replaces supervision Reduces uncertainty Facilitates choice under uncertainty Increases decentralization Increases adaptive behavior Virtual Teams

  21. Macroergonomics • Microergonomics: individual level, e.g., work areas, employees • Cannot transfer to social situations or overall organization • Industrial interventions typically at this level • Macroergonomics: larger subsystems within organization, e.g., personnel/social, tech, connections between subsystems

  22. Participatory Ergonomics • Employees know their job and organization (hopefully) • Aids in “buy in” • Afterwards, employees are knowledgeable about system and trouble-shooting

  23. Blackwell Article • Social networking • Flattening of the world • Knowledge and availability • Virtual teams • Talent • Abundant • Diverse • Multifaceted • More to find and grow it

  24. Ted Talks • http://www.ted.com/talks/johnny_lee_demos_wii_remote_hacks.html • http://www.ted.com/talks/jeff_han_demos_his_breakthrough_touchscreen.html

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