Human behavior feedback

Evans, L. 1985. Human behavior feedback and traffic safety. Human Factors, 27(5), 555-576. 

Leonard Evans Human Behavior Feedback and Traffic Safety Human Factors 27 (October 1985) 555-576. 

As illustrated, based on simulation results, using the plotted graphs and screens, management can easily evaluate different design alternatives, machine and human behavior models, control systems, sensory feedback processing, and the need of a balanced server architecture, and even investigate what if scenarios further, without committing to major upfront investment. 

Critical Incident Technique This is a method for direct observation of human behavior that is critical and important. A critical incident may a positive or negative activity. Some have used this approach in observing important or critical safety procedures. The approach provides a way to create feedback for the activity. 

The behavior-based approach targets human behavior and relies on interpersonal observation and feedback for intervention. The success of comprehensive ergonomics depends on employees observing relationships between behaviors and work situations. 

The dynamic behavior of the carbon cycle and other complex systems may tend toward conditions of no change or steady state when exchanges are balanced by feedback loops. For example, model simulations of historical and projected effects of anthropogenic CO2 and CH4 emissions are usually based on an assumed carbon-cycle steady state before the onset of human influence. It is important to understand that the concept of steady state refers to an approximate condition within the context of a particular time-dependent frame of reference. Sundquist (1985) examined this problem rigorously using eigenanalysis of a hierarchy of carbon-cycle box models in which boxes were mathematically... 

The human factors literature is rich in task analysis techniques for situations and jobs requiring rule-based behavior (e.g., Kirwan and Ainsworth 1992). Some of these techniques can also be used for the analysis of cognitive tasks where weU-practiced work methods must be adapted to task variations and new circumstances. This can be achieved provided that task analysis goes beyond the recommended work methods and explores task variations that can cause failures of human performance. Hierarchical task analysis (Shepherd 1989), for instance, can be used to describe how operators set goals and plan their activities in terms of work methods, antecedent conditions, and expected feedback. When the analysis is expanded to cover not only normal situations but also task variations or changes in circumstances, it would be possible to record possible ways in which humans may fail and how they could recover from errors. Table 2 shows an analysis of a process control task where operators start up an oil refinery furnace. This is a safety-critical task because many safety systems are on manual mode, radio communications between control room and on-site personnel are intensive, side effects are not visible (e.g., accumulation of fuel in the fire box), and errors can lead to furnace explosions. 

Harmon, J., and Rohrbaugh, J. (1990), Social Judgement Analysis and Small Group Decision Making Cognitive Feedback Effects on Individual and Collective Performance, Organizational Behavior and Human Decision Processes, Vol. 46, pp. 34-54. 

All VE applications are founded on the generation, perception, and manipulation of naturalistic or abstract virtual worlds without any physical equivalent Objects existing within virtual worlds can possess various qualities and behaviors. Examples are graphics, sound, and force feedback. By multiple addressing of the human senses, the attempt is made to generate the greatest possible intuitiveness of virtual environments VE can be experienced through visualization, meuked out by 3D object representations and real-time-orientated interaction modes. 

Functionality Interaction human-model, operating / behavior Description language, feedback, intuitive user interaction... 

The ability to adapt mental models through experience in interacting with the operating system is what makes the human operator so valuable. For the reasons discussed, the operators actual behavior may differ from the prescribed procedures because it is based on current inputs and feedback. When the deviation is correct (the designers models are less accurate than the operators models at that particular instant in time), then the operators are considered to be doing their job. When the operators models are incorrect, they are often blamed for any unfortunate results, even though their incorrect mental models may have been reasonable given the information they had at the time. 

In contrast, studies of more advanced automation in aircraft find that errors of omission are the dominant form of error [181]. Here the controller does not implement a control action that is required. The operator may not notice that the automation has done something because that automation behavior was not explicitly invoked by an operator action. Because the behavioral changes are not expected, the human controller is less likely to pay attention to relevant indications and feedback, particularly during periods of high workload. 

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