This text introduces industrial and organisational psychologists to the discipline of human factors. It also provides a range of tools necessary for the application of human factors strategies and techniques in practice. The text is intended to respond to the growing demand for organisational psychologists to assist in the development and evaluation of initiatives that are intended to optimise the relationship between workers and the operational environments with which they engage.

The book

. Contains practical strategies and examples that are intended to guide readers

. Combines human factors and organisational psychological concepts in a single volume

. Covers context-related examples that illustrate the application of human factors tools and principles

. Presents an integrated approach to human factors from an organisational psychological perspective

The text begins by discussing the application of human factors in organisations, together with notions of risk and uncertainty. Frameworks for human factors are considered, including error-based and system safety approaches. It explores the links between individual differences and human factors, and it covers group processes and the impact on team performance, including the role of leadership and followership. The book also presents a range of tools and techniques that can be applied by organisational psychologists to acquire human factors-related information and develop an understanding of the situation or factors that may explain human behaviour.

Mark Wiggins is a Professor of Organisational Psychology at Macquarie University. He gained his PhD in Psychology from the University of Otago, New Zealand in 2001, is a Registered Psychologist in Australia with an endorsed area of practice in Organisational Psychology, and is a Fellow of the Australian Psychological Society. He has a broad range of experience that spans both scholarship and practice. As a research scholar, he is the author or co-author of over 100 publications on topics ranging from diagnostic error amongst physicians and allied health practitioners to cybersecurity in the banking and energy sectors. As a practicing organisational psychologist, Mark has acted as consultant to a number of national and international organisations, including the Clinical Health Commission, Energy Queensland, the New South Wales (NSW) Port Authority, Transport for New South Wales, and the United States Federal Aviation Administration.

This text introduces industrial and organizational psychologists to the discipline of human factors. It also provides a range of tools necessary for the application of human factors strategies and techniques in practice. The text is intended to respond to the growing demand for organizational psychologists to assist in the development and evaluation of initiatives that are intended to optimize the relationship between workers and the operational environments with which they engage.

The text begins by discussing application of human factors in organizations, together with notions of risk and uncertainty. It further presents frameworks for human factors are considered, including error-based and system safety approaches, explores the links between individual differences and human factors, covers group processes and the impact on team performance, including the role of leadership and followership. The book also presents a range of tools and techniques that can be applied by organizational psychologists to acquire human factors-related information and develop and understanding of the situation or factors that may explain human behavior.

This book-

• contains practical strategies and examples that are intended to guide readers.
• combines human factors and organisational psychological concepts in a single volume.
• covers context-related examples that illustrate the application of human factors tools and principles.

• presents an integrated approach to human factors from an organisational psychological perspective.

Contents Preface Part 1: Setting the Scene Chapter 1 1.1 An Introduction to Human Factors 1.2 Human Factors and Organisational Psychology 1.3 A Brief History of Human Factors 1.4 Human Factors and Systems Thinking 1.5 Accident and Incident Analysis 1.6 Management Error 1.7 Cost-Benefit Analysis and Human Factors 1.8 Proactive Management 1.9 Organisational Design and Human Factors Chapter 2 2.1 Human Factors in Organisation 2.2 The Nature of Complex Industrial Environments 2.3 Error within Stable and Unstable Environments 2.4 Human Factors in Continuous Process Operations Chapter 3 3.1 Risk and Uncertainty 3.2 Characterising Human Behaviour 3.3 Risk and Failure 3.4 The Validity of Risk Estimates 3.5 Risk and Safety Initiatives 3.6 Risk Controls 3.7 Uncertainty and Probability 3.8 Probability Assessment 3.9 The Bowtie Method Part 2: Human Factors Frameworks Chapter 4 4.1 Human Error-Based Perspectives 4.2 The Nature of Error 4.3 Deconstructing Human Error 4.4 Preventing Human Error 4.5 The Difficulty in Modelling Human Performance 4.6 Safety Management Systems Chapter 5 5.1 System Safety Perspectives 5.2 Organisational Error 5.3 The Sequence of Accident Causation 5.4 The Systemic Model of Accident Causation 5.5 The Origins of System Failure 5.6 Accimap as Representations of System Failure 5.7 The STAMP/STPA Approach 5.8 The EAST Method 5.9 The FRAM Approach Chapter 6 6.1 Human Engineering Perspectives 6.2 Systems Engineering 6.3 Design Philosophy 6.4 User-Centred Design 6.5 Decision-Centred Design 6.6 Systems Engineering 6.7 Human Factors in Systems Engineering Chapter 7 7.1 Reliability-Based Perspectives 7.2 Reliability Engineering 7.3 Probabilistic Risk Assessment 7.4 Human Reliability Analysis 7.5 Taxonomies of Human Performance 7.6 Approaches to HRA Modelling 7.7 Quantitative versus Qualitative 7.8 Contemporary Approaches to Reliability 7.9 System Simulatio 7.10 Human Reliability Analysis in Aviation Part 3: Individual Differences and Human Factors Chapter 8 8.1 Information Processing and Human Factors 8.2 Models of Information Processing 8.3 Limitations of Human Information Processing 8.4 Implications of Information Processing Research Chapter 9 9.1 Workload and Attention 9.2 Attention 9.3 The Significance of Attention 9.4 Attention Strategies 9.5 Workload 9.6 Measuring Workload Chapter 10 10.1 Situational Awareness 10.2 Level One Situational Awareness 10.3 Level Two Situational Awareness 10.4 Level Three Situational Awareness 10.5 Team Situational Awareness 10.6 Assessing Situational Awareness Chapter 11 11.1 Decision-Making 11.2 Descriptive Decision-Making 11.3 Decision Errors 11.4 Prescriptive Decision-Making 11.5 Decision-Making in Complex Environments 11.6 Decision-Making and Reliability Analysis 11.7 Decision-Making under Uncertainty Chapter 12 12.1 Fatigue 12.2 Circadian Rhythms 12.3 Sleep Disturbance and Stages 12.4 Shift Work 12.5 Alertness-Maintenance and Sustained Attention 12.6 Individual Differences and Alertness-Maintenance (Expertise) 12.7 Fatigue Management Systems (FMS) Part 4: Group Processes and Human Factors Chapter 13 13.1 Groups and Teams 13.2 The Nature of Groups 13.3 Group Development versus Team Development 13.4 Phases of Team Development 13.5 Facilitating Group Performance 13.6 Team Performance 13.7 Critical Team Behaviours Chapter 14 14.1 Human Factors and Leadership 14.2 Contingency Approaches to Leadership 14.3 Ineffective Leadership - A Case Study 14.4 Leadership and Safety Culture 14.5 Principles of Effective Human Factors Leadership 14.6 Followership and Human Factors 14.7 Participative Leadership Chapter 15 15.1 Communication 15.2 The Nature of Communic…