A field study of team working in a new human supervisory control system

Abstract

This paper presents a case study of an investigation into team behaviour in an energy distribution company. The main aim was to investigate the impact of major changes in the company on system performance, comprising human and technical elements. A socio-technical systems approach was adopted. There were main differences between the teams investigated in the study: the time of year each control room was studied (i.e. summer or winter), the stage of development each team was in (i.e. < 3 months or > 10 months), and the team structure (i.e. hierarchical or heterarchical). In all other respects the control rooms were the same: employing the same technology and within the same organization. The main findings were: the teams studied in the winter months were engaged in more ‘planning’ and ‘awareness’ type of activities than those studies in the summer months. Newer teams seem to be engaged in more sharing of information than older teams, which may be indicative of the development process. One of the hierarchical teams was engaged in more ‘system-driven’ activities than the heterarchical team studied at the same time of year. Finally, in general, the heterarchical team perceived a greater degree of team working culture than its hierarchical counterparts. This applied research project confirms findings from laboratory research and emphasizes the importance of involving ergonomics in the design of team working in human supervisory control

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Identifiers

ORCID for Neville A. Stanton: orcid.org/0000-0002-8562-3279

ORCID for MJ. Ashleigh: orcid.org/0000-0002-0583-0922

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