The Human Factors - about the first four members of the "dirty dozen" you can read here:
1. Human Factors Influence All of Our Industrious Work
In the new, three-part series of blog articles we will elucidate the human factors. We will define them and discover various aspects of those. Furthermore, we will compile how to minimise their influence successfully.
The human factors comprise determinants which affect all of us and our work, also, and especially, our teamwork. Hence, the human factors influence how we interact with one another, as well as the safety and precision with which we execute our tasks.
We will discover that we can deal with some of these factors more easily than with others. However, we can do something about all of them, so let's get started!
2. Twelve Items Characterise the Human Factors
There are various compilations of the items which illustrate the human factors as a whole. For this series, we will choose the "dirty dozen".
Members of this dozen are:
- Lack of Communication
- Complacency
- Lack of Knowledge
- Distractions
- Lack of Teamwork
- Fatigue
- Lack of Resources
- Pressure
- Lack of Assertiveness
- Stress
- Lack of Awareness
- Norms
In this first article about the human factors, we will shed light on the first four of the above mentioned factors.
3. Human Factors in Communication
If you have read last year's articles, you already know the most important communication techniques. If you like, take your time to go through them by yourself before reading the summary below.
3.1. We Optimise Our Communication Using Important Techniques
Closed Communication Loops
Applying closed communication loops, we make sure that we really have understood what has been said and offer the possibility to correct any deviations.
Unmistakable Formulations
We state clearly what we mean. For instance, at the scene of an accident with several vehicles involved: "Peter, go to the red delivery van which has crashed into the tree, and you, Sarah, go to the grey estate car, which has slid into the ditch."
Where they exist, we use standard phrases. In the emergency medical service, we have them in place for communication on the radio, for example.
Remaining Critical and Asking Further Questions
If we haven't understood something correctly, we should not assume anything, but ask further questions: "I didn't understand you, what medication did you mean?"
Sterile Cockpit Rule
From aviation, in which the Sterile Cockpit Rule is established, we have adopted to concentrate all our communication and our actions on what is happening in a moment of a high workload, which demands our entire concentration.
3.2. Resources for the Communication of Complex Tasks
What is discussed during teamwork, is complex. It is about planning, distributing the workload, as well as how to proceed in an, all of a sudden, worsening situation.
When we use checklists in order to remember all the important steps of a task, we should communicate the items clearly.
Especially in demanding situations, the 10-for-10 principle is worth its weight in gold. It provides our team with calmness and structure, when we have to make a decision whilst considering all aspects. Within ten seconds, plans are made for the next ten minutes:
- What is our problem?
- What resources have we got as a team?
- What are the facts?
- We plan what to do.
- We distribute the workload.
- Are there any factors/questions, which we need to consider?
If there are no more questions, we start working as planned.
Using this concept, we also ensure that we have communicated the problem and its solution securely as a team and that every team member had the opportunity to voice important points and questions.
4. Complacency Belongs to the Human Factors
4.1. What Causes This Human Factor?
One of the quite positive causes could be an already high standard of work. Can this really be objectified? Many professionals are almost overly critical with themselves and their achievements. Thus, we need a well-balanced view on our own work, as well as the ability to offer and receive constructive criticism.
Unfortunately, a certain idleness might also be the root cause of complacency, especially if the business, on the whole, runs smoothly. This idleness might presuppose that training courses are not thought to be necessary and, thus, are not offered or attended.
4.2. Complacency Influences Precision and Awareness
Inaccurate Work
An example of this is not completing checklists during routine checks. Wouldn't it be convenient to assume that "it will be alright" and to leave out a thorough check of all drawers of an ambulance at the beginning of a shift? We know better than that and, thus, must possess the discipline to complete checklists.
Organisational Blindness
Organisational blindness might creep in, sources of errors are not searched for and, therefore, not detected. If one is complacent, one might lose the insight that mistakes can always happen on every level of the hierarchy. However, a consequent error management is decisive with respect to quality and success.
4.3. Using Consequent Error Management, We Diminish This Human Factor
An error management of this type consists of the active reporting of mistakes, and the search for the root causes, the elimination of the identified causes, and measuses to avoid the repetition of errors. In addition, the anonymised mistake should be related to everyone as a learning opportunity.
4.4. Further Development of Knowledge and Skills
If we keep our knowledge and skills up to date applying our professional attitude, supported by the company with training courses and (re)certifications, this helps us to counter a creeping complacency successfully.
5. Lack of Knowledge
5.1. Causes for this Human Factor
Here, not only excuses after a long day at work play a role, but also a lack of resources, for instance, time. How can we combine at least eight working hours, family life and household chores with concentrated learning?
5.2. We Acquire the Knowledge Nonetheless
As mentioned in 4.4., it helps us if our company offers a culture of continuing education. Part of this is attending training courses regularly. In the emergency medicine, there are, for example, courses about resuscitation, which have to be renewed every two years and completed with an exam.
Helpful is/are:
- realistic expectations (time at your disposal, capacities, etc.)
- good planning
- short and intensive units, but more times per week
- concentration
- filtering out what is really important
- making good use of opportunities for repetition at work and applying what you have learned in its context
- your own tips and tricks
6. Distractions Interrupt Important Work Processes
Distractions have many causes. Hence, sudden interruptions, permanent disturbances, such as an incessantly ringing phone, or something unexpected can interfere with our work. We are pulled away from our current task and lose our concentration.
Now, it is necessary to continue our work with quality and without omitting important steps.
6.1. In Aviation: Aviate, Navigate, Communicate
In an unexpected situation, pilots first of all concentrate on flying the aeroplane, secondly on navigating, and then on communicating. In doing so, they avoid that a distraction causes an air disaster, because everyone is concentrating on the problem, and no one is flying the plane.
On Eastern Airlines Flight 401 the cockpit crew was so distracted by a burnt through indicator light that the aeroplane plunged from the sky.
It is also possible that a flight crew interrupt their work due to a distraction and not resume it afterwards. This happened on British Midland Flight 92 on January 8th 1989.
The pilots reviewed what had happened, when they were interrupted by a radio message from air traffic control. Afterwards, they did not resume their review of events. This might have been one of the components which added to the crash near the runway.
A documentary of the disaster by National Geographic is available on YT: "Air Crash Investigation British Midland Flight 92 National Geographic Documentary“.
6.2. In Emergency Medicine: We Restart With "A"
An important guide when examining patients in emergency medicine is the ABCDE rule. We treat first what kills first and proceed systematically:
- A, airway: clear?
- B, breathing: amongst others: pattern of breathing, chest injuries
- C, circulation
- D, disability: amongst others: state of consciousness
- E, environment: heat or cold, but also injuries and pain
In a complex situation or after a distraction, the team starts again with A.
6.3. Helpful Tips When Distracted
- move two steps back on a checklist and start again from there
- as a team, apply the 10-for-10 principle
- recapitulate the steps before the distraction, then resume your work
- if possible, stop the distraction, for instance, you could schedule your telephone calls
7. Four More Human Factors in the Next Blog Article
In the next blog article, we will look at four more human factors, which can compromise our achievements at work. Of course, we will work out how we can counteract them actively.
You can find more blog articles at the bottom of my blog page.
Author: Eva-Maria Schottdorf
Date: January 11th, 2022