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All sourcesNASA NTRSDOE OSTI
NASA NTRS1994

Towards a framework of human factors certification of complex human-machine systems

As far as total automation is not realized, the combination of technical and social components in man-machine systems demands not only contributions from engineers but at least to an equal extent from behavioral scientists. This has been neglected far too long. The psychological, social and cultural aspects of technological innovations were almost totally overlooked. Yet, along with expected safety improvements the institutionalization of human factors is on the way. The introduction of human factors certification of complex man-machine systems will be a milestone in this process.

Bukasa, Birgit↗
NASA NTRS1996

Communication Problems in Requirements Engineering: A Field Study

The requirements engineering phase of software development projects is characterized by the intensity and importance of communication activities. During this phase, the various stakeholders must be able to communicate their requirements to the analysts, and the analysts need to be able to communicate the specifications they generate back to the stakeholders for validation. This paper describes a field investigation into the problems of communication between disparate communities involved in the requirements specification activities. The results of this study are discussed in terms of their relation to three major communication barriers: (1) ineffectiveness of the current communication channels; (2) restrictions on expressiveness imposed by notations; and (3) social and organizational barriers. The results confirm that organizational and social issues have great influence on the effectiveness of communication. They also show that in general, end-users find the notations used by software practitioners to model their requirements difficult to understand and validate.

Al-Rawas, Amer↗
NASA NTRS1997

NASA University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.

Gans, Gary↗
NASA NTRS1997

Cultural Variability in Crew Communication

In this study we examined what linguistic strategies pilots use when they have to challenge the actions of a colleague, and how their communications balance the need for informativeness with the need for assuring the other's cooperation. Two strategies emerged for captains. They either gave commands or they made suggestions that referred to actions of the crew. Both strategies explicitly state what action should be taken but they differ in their social implications. Commands are direct insofar as they entail a strong obligation for the listener to comply with the speaker' s request. Suggestions are less direct in this respect. However, by using the collegial "Let's do," speakers appeal to the solidarity between themselves and their listeners and seek compliance in this way. Commands, in contrast, are inherently authoritative and imply an asymmetry in status. Speakers by giving a command, express their belief that they are socially more powerful than their listeners and that they are thus licensed to command. That is, speakers seek listener compliance by appeal to their status. Status-based commands were more frequent among male captains than among female captains. Female captains instead were likely to shift the motivation for their commands away from their status to some objective necessity by referring to some problem or goal It remains to be seen, however, how captains' strategies were affected by the severity of a problem situation. Results in a preliminary study involving only male participants, suggests that pilots increased the directness of their utterances in situations that they perceived to be risky. Thus the observation that male captains used complex communications half of the time while female captains did so 75% of the time, could indicate that male captains were more likely than female captains to change their strategies with the severity of situations. Both male and female first officers in this study were less direct than captains. The most common strategy of first officers was to point to some problem or to remind the captain of a given goal. What corrective action should be taken and by whom was not explicitly stated but implied and left to the captain. In their other strategies, permission seeking and confirmation-seeking questions, first officers were more explicit about a corrective action. In the first case, they volunteered to do some course of action but left the final decision to the captain. In the latter case, they inquired or confirmed whether the captain wanted some action. Although all three strategies seek the compliance of the listener by appeal to his authority, there are important differences: By asking permission seeking and confirmation-seeking questions, first officers specify the action for which they want the captain's compliance. Compliance, however, is not demanded but requested. By alerting to a problem or to a goal, in contrast, first of officers seek the captain's compliance only with their assessment of the situation but not with a particular course of action. That is, they place the captain under no explicit obligation to initiate a corrective action but do so only indirectly by assuming that a course of action is self-evident once the problem has been acknowledged.

Fischer, Ute↗
NASA NTRS1999

NASA University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. (See the bar chart on the next page). This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

Source record↗
NASA NTRS1999

Climatic and Demographic Consequences of the Massive Volcanic Eruption of 1258

Somewhere in the tropics, a volcano exploded violently during the year 1258, producing a massive stratospheric aerosol veil that eventually blanketed the globe. Arctic and Antarctic ice cores suggest that this was the world's largest volcanic eruption of the past millennium. According to contemporary chronicles, the stratospheric dry fog possibly manifested itself in Europe as a persistently cloudy aspect of the sky and also through an apparently total darkening of the eclipsed Moon. Based on a sudden temperature drop for several months in England, the eruption's initiation date can be inferred to have been probably January 1258. The frequent cold and rain that year led to severe crop damage and famine throughout much of Europe. Pestilence repeatedly broke out in 1258 and 1259; it occurred also in the Middle East, reportedly there as plague. Another very cold winter followed in 1260-1261. The troubled period's wars, famines, pestilences, and earthquakes appear to have contributed in part to the rise of the European flagellant movement of 1260, one of the most bizarre social phenomena of the Middle Ages. Analogies can be drawn with the climatic aftereffects and European social unrest following another great tropical eruption, Tambora in 1815. Some generalizations about the climatic impacts of tropical eruptions are made from these and other data.

Stothers, Richard B.↗
NASA NTRS2000

NASA University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA:s objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. NASA field codes and certain Headquarters program offices provide funds for those activities in universities which contribute to the mission needs of that particular NASA element. Although NASA has no predetermined amount of money to devote to university activities, the effort funded each year is substantial. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA:s Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.* This report was prepared by the Education Division/FE, Office of Human Resources and Education, using a management information system which was modernized during FY 1993.

Source record↗
NASA NTRS2000

Predictors of Behavior and Performance in Extreme Environments: The Antarctic Space Analogue Program

To determine which, if any, characteristics should be incorporated into a select-in approach to screening personnel for long-duration spaceflight, we examined the influence of crewmember social/ demographic characteristics, personality traits, interpersonal needs, and characteristics of station physical environments on performance measures in 657 American men who spent an austral winter in Antarctica between 1963 and 1974. During screening, subjects completed a Personal History Questionnaire which obtained information on social and demographic characteristics, the Deep Freeze Opinion Survey which assessed 5 different personality traits, and the Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B) Scale which measured 6 dimensions of interpersonal needs. Station environment included measures of crew size and severity of physical environment. Performance was assessed on the basis of combined peer-supervisor evaluations of overall performance, peer nominations of fellow crewmembers who made ideal winter-over candidates, and self-reported depressive symptoms. Social/demographic characteristics, personality traits, interpersonal needs, and characteristics of station environments collectively accounted for 9-17% of the variance in performance measures. The following characteristics were significant independent predictors of more than one performance measure: military service, low levels of neuroticism, extraversion and conscientiousness, and a low desire for affection from others. These results represent an important first step in the development of select-in criteria for personnel on long-duration missions in space and other extreme environments. These criteria must take into consideration the characteristics of the environment and the limitations they place on meeting needs for interpersonal relations and task performance, as well as the characteristics of the individuals and groups who live and work in these environments.

Palinkas, Lawrence A.↗
NASA NTRS1999

Publication Bias ( The "File-Drawer Problem") in Scientific Inference

Publication bias arises whenever the probability that a study is published depends on the statistical significance of its results. This bias, often called the file-drawer effect since the unpublished results are imagined to be tucked away in researchers' file cabinets, is potentially a severe impediment to combining the statistical results of studies collected from the literature. With almost any reasonable quantitative model for publication bias, only a small number of studies lost in the file-drawer will produce a significant bias. This result contradicts the well known Fail Safe File Drawer (FSFD) method for setting limits on the potential harm of publication bias, widely used in social, medical and psychic research. This method incorrectly treats the file drawer as unbiased, and almost always miss-estimates the seriousness of publication bias. A large body of not only psychic research, but medical and social science studies, has mistakenly relied on this method to validate claimed discoveries. Statistical combination can be trusted only if it is known with certainty that all studies that have been carried out are included. Such certainty is virtually impossible to achieve in literature surveys.

Scargle, Jeffrey D.↗
NASA NTRS1999

Human Exploration Ethnography of the Haughton-Mars Project, 1998-1999

During the past two field seasons, July 1988 and 1999, we have conducted research about the field practices of scientists and engineers at Haughton Crater on Devon Island in the Canadian Arctic, with the objective of determining how people will live and work on Mars. This broad investigation of field life and work practice, part of the Haughton-Mars Project lead by Pascal Lee, spans social and cognitive anthropology, psychology, and computer science. Our approach involves systematic observation and description of activities, places, and concepts, constituting an ethnography of field science at Haughton. Our focus is on human behaviors-what people do, where, when, with whom, and why. By locating behavior in time and place-in contrast with a purely functional or "task oriented" description of work-we find patterns constituting the choreography of interaction between people, their habitat, and their tools. As such, we view the exploration process in terms of a total system comprising a social organization, facilities, terrain/climate, personal identities, artifacts, and computer tools. Because we are computer scientists seeking to develop new kinds of tools for living and working on Mars, we focus on the existing representational tools (such as documents and measuring devices), learning and improvization (such as use of the internet or informal assistance), and prototype computational systems brought to the field. Our research is based on partnership, by which field scientists and engineers actively contribute to our findings, just as we participate in their work and life.

Clancey, William J.↗
NASA NTRS2000

Theory and Design Tools For Studies of Reactions to Abrupt Changes in Noise Exposure

Study plans, a pre-tested questionnaire, a sample design evaluation tool, a community publicity monitoring plan, and a theoretical framework have been developed to support combined social/acoustical surveys of residents' reactions to an abrupt change in environmental noise, Secondary analyses of more than 20 previous surveys provide estimates of three parameters of a study simulation model; within individual variability, between study wave variability, and between neighborhood variability in response to community noise. The simulation model predicts the precision of the results from social surveys of reactions to noise, including changes in noise. When the study simulation model analyzed the population distribution, noise exposure environments and feasible noise measurement program at a proposed noise change survey site, it was concluded that the site could not yield sufficient precise estimates of human reaction model to justify conducting a survey. Additional secondary analyses determined that noise reactions are affected by the season of the social survey.

Fields, James M.↗
NASA NTRS2001

University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA' objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

Source record↗
NASA NTRS2001

Multiagent Work Practice Simulation: Progress and Challenges

Modeling and simulating complex human-system interactions requires going beyond formal procedures and information flows to analyze how people interact with each other. Such work practices include conversations, modes of communication, informal assistance, impromptu meetings, workarounds, and so on. To make these social processes visible, we have developed a multiagent simulation tool, called Brahms, for modeling the activities of people belonging to multiple groups, situated in a physical environment (geographic regions, buildings, transport vehicles, etc.) consisting of tools, documents, and a computer system. We are finding many useful applications of Brahms for system requirements analysis, instruction, implementing software agents, and as a workbench for relating cognitive and social theories of human behavior. Many challenges remain for representing work practices, including modeling: memory over multiple days, scheduled activities combining physical objects, groups, and locations on a timeline (such as a Space Shuttle mission), habitat vehicles with trajectories (such as the Shuttle), agent movement in 3D space (e.g., inside the International Space Station), agent posture and line of sight, coupled movements (such as carrying objects), and learning (mimicry, forming habits, detecting repetition, etc.).

Clancey, William J.↗
NASA NTRS1993

Small Business Innovations

Under an Army Small Business Innovation Research (SBIR) grant, Symbiotics, Inc. developed a software system that permits users to upgrade products from standalone applications so they can communicate in a distributed computing environment. Under a subsequent NASA SBIR grant, Symbiotics added additional tools to the SOCIAL product to enable NASA to coordinate conventional systems for planning Shuttle launch support operations. Using SOCIAL, data may be shared among applications in a computer network even when the applications are written in different programming languages. The product was introduced to the commercial market in 1993 and is used to monitor and control equipment for operation support and to integrate financial networks. The SBIR program was established to increase small business participation in federal R&D activities and to transfer government research to industry. InQuisiX is a reuse library providing high performance classification, cataloging, searching, browsing, retrieval and synthesis capabilities. These form the foundation for software reuse, producing higher quality software at lower cost and in less time. Software Productivity Solutions, Inc. developed the technology under Small Business Innovation Research (SBIR) projects funded by NASA and the Army and is marketing InQuisiX in conjunction with Science Applications International Corporation (SAIC). The SBIR program was established to increase small business participation in federal R&D activities and to transfer government research to industry.

Source record↗
NASA NTRS2002

Multiagent Work Practice Simulation: Progress and Challenges

Modeling and simulating complex human-system interactions requires going beyond formal procedures and information flows to analyze how people interact with each other. Such work practices include conversations, modes of communication, informal assistance, impromptu meetings, workarounds, and so on. To make these social processes visible, we have developed a multiagent simulation tool, called Brahms, for modeling the activities of people belonging to multiple groups, situated in a physical environment (geographic regions, buildings, transport vehicles, etc.) consisting of tools, documents, and computer systems. We are finding many useful applications of Brahms for system requirements analysis, instruction, implementing software agents, and as a workbench for relating cognitive and social theories of human behavior. Many challenges remain for representing work practices, including modeling: memory over multiple days, scheduled activities combining physical objects, groups, and locations on a timeline (such as a Space Shuttle mission), habitat vehicles with trajectories (such as the Shuttle), agent movement in 3d space (e.g., inside the International Space Station), agent posture and line of sight, coupled movements (such as carrying objects), and learning (mimicry, forming habits, detecting repetition, etc.).

Clancey, William J.↗
NASA NTRS2002

University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well-being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Education Division/FE, Office of Human Resources and Education.

Gans, Gary↗
NASA NTRS2003

University Program Management Information System: NASA's University Program Active Projects

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data. This report was prepared by the Office of Education/N.

Gans, Gary↗
NASA NTRS2004

University Program Management Information System

As basic policy, NASA believes that colleges and universities should be encouraged to participate in the nation's space and aeronautics program to the maximum extent practicable. Indeed, universities are considered as partners with government and industry in the nation's aerospace program. NASA's objective is to have them bring their scientific, engineering, and social research competence to bear on aerospace problems and on the broader social, economic, and international implications of NASA's technical and scientific programs. It is expected that, in so doing, universities will strengthen both their research and their educational capabilities to contribute more effectively to the national well being. This annual report is one means of documenting the NASA-university relationship, frequently denoted, collectively, as NASA's University Program. This report is consistent with agency accounting records, as the data is obtained from NASA's Financial and Contractual Status (FACS) System, operated by the Financial Management Division and the Procurement Office. However, in accordance with interagency agreements, the orientation differs from that required for financial or procurement purposes. Any apparent discrepancies between this report and other NASA procurement or financial reports stem from the selection criteria for the data.

Gans, Gary↗