The quest for the ring: a case study of a new submarine control room configuration.

Submarine control room layouts have remained similar across decades of operation, despite the introduction of new technologies that allow for the co-location of the sound and control room. Operation of an inwards, rather than outwards, facing ring control room configuration was examined in three scenarios: Return to Periscope Depth, Inshore Operations, and Dived Tracking. A case study design employed a serving team of qualified submariners participated in all three scenarios with high and low demand. Communications and activities in the control room were recorded and analysed using the Event Analysis of Systemic Teamwork (EAST) method. EAST models collaborative teamwork through social, information, and task networks. The results from the ring configuration were compared to an outward facing baseline of the contemporary control room layout with a separate sound and control room. The ring control room configuration increased communications between operators, leading to a more information exchanged, and more tasks completed. Practitioner summary: Control room design on submarines, and other domains, has traditionally been outward facing with supervisory staff looking over the shoulders of their subordinates. In this paper, and inward looking control room design was explored, with subordinate staff facing their supervisors. This design resulted in more information exchange and productive work.

To utilize automation or not to utilize automation, that is the question: An evaluation of how drills and procedures impact optronics mast usage from a sociotechnical systems perspective.

The delegation of tasks to a non-human agent in a sociotechnical system can extend human capabilities and performance. Effective performance is, however, reliant on a successful relationship between human operators and automation. Optronics is a partially automated system which has replaced periscope on board some modern submarine platforms, operating modes permit the completion of tasks either manually or utilizing automation. A reluctance to utilize automated functionality within the optronics system has been due to operator familiarity with legacy manual procedures based upon the use of a physical periscope. This highlights the gap that is prevalent between innovation, design, training and governance of automation utilization. The current work examined current (Control group) utilization of optronics technology using an expert population in a high fidelity simulator. Findings were utilized to guide the development of novel optronics specific standard operating procedures (Intervention group). Results indicate that automaton disuse was greatly reduced, which had had a positive overall impact on overall system performance with regard to productivity and accuracy. The current work highlights the importance of incorporating governance of use and training as part of an automation design and implementation program is critical to help 'maximize what you have'.

It's a circular argument: Examining how a novel configuration impacts information flow in submarine control rooms.

The continuing advancement of technology means that sociotechnical systems are primed for revolutionary changes to ways of working that can increase capability. It is critical to consider the unintended impact technology can have on human operators particularly regarding information flow and interactions within teams. Previous research revealed that the co-location of operator's dependent on each other for task relevant information can optimise information flow previously constrained by engineering considerations. The current work compared a novel circular configuration to that of a contemporary submarine control room. In the circular configuration, consoles faced inwards, permitting eye contact between operators, and three large screen displays were introduced to provide all operators with the same information. Ten teams participated in low and high demand dived tracking scenarios in a simulated submarine control room. All communications between operators were recorded in order to generate social, information, and task networks. These were statistically compared to networks generated from a baseline study of contemporary operation. Overall, the volume of verbal communications significantly reduced, information exchange was more structured, and the volume of tasks completed by operators significantly increased when operating in an inward facing circle configuration. The current work provides support for a data driven evidence-based approach to design that is information centric but endorsed by the end user to optimise performance and increase productivity. Implications of the work and future research ideas are discussed.

Collective Bargaining during Times of Crisis: Recommendations from the COVID-19 Pandemic.

The COVID-19 pandemic dramatically changed employment across sectors in 2020. This Viewpoint essay examines public sector labor relations during the pandemic and describes the impact bargaining process that is used to protect public employees. The authors draw on their own experience with impact bargaining negotiations and the public labor relations, conflict management, and civil service reform literatures to develop recommendations for public union labor leaders during times of crisis. They suggest that public unions have an important role in crisis management but must act strategically to develop good working relationships with leadership and successfully negotiate employee protections in uncertain times.

Body Reprogramming: Reframing the Fibromyalgia narrative and providing an integrative therapeutic model.

We propose a theory known as the Hyland model to help conceptualise Fibromyalgia within a complex adaptive control system. A fundamental assumption is that symptom generating mechanisms are causally connected, forming a network that has emergent properties. An illness narrative has been developed which has a 'goodness of fit' with the lived experience of those with Fibromyalgia. The theory guides management within the clinical setting and incorporates current evidence-based therapeutic strategies, within a multi-modal intervention described as 'Body Reprogramming'. This intervention focuses on non-pharmacological and lifestyle-based considerations. The theoretical framework also helps explain why modest therapeutic effects are gained from current pharmacological options.

The effects of team co-location and reduced crewing on team communication characteristics.

The manner in which control rooms are configured can impact the flow of information between command teams. Previous research revealed bottlenecks of communications between the Sonar Controller (SOC) and the Operations Officer (OPSO) in submarine control rooms. One way to relieve such bottlenecks is to co-locate operators reliant on one another for task relevant information. The aim of the current studies was to use multiple command teams to empirically examine a novel submarine control room configuration and a reduced crew size in comparison to a baseline of contemporary operations to see if such bottlenecks could be removed. Ten teams performed high and low demand Dived Tracking (DT) scenarios in a simulated submarine control room. Activities and communications of the teams were recorded and quantified using the Event Analysis of Systemic Teamwork (EAST) method affording statistical comparisons with a baseline condition of contemporary operations. The findings showed that the co-location of operators relieved the bottleneck of communications between the SOC and the OPSO. Although overall communications increased, this was more balanced across the team and was more adaptive to scenario demand. This was coupled with a significant increase in task completion, even with a reduced crew size, suggesting greater efficiency and productivity. Future research should seek to validate the changes observed with objective measures of task performance.

Go Deeper, Go Deeper: Understanding submarine command and control during the completion of dived tracking operations.

This is a world's first-of-a-kind study providing empirical evidence for understanding submarine control room performance when completing higher and lower demand Dived Tracking (DT) scenarios. A submarine control room simulator was built, using a non-commercial version of Dangerous Waters as the simulation engine. The creation of networked workstations allowed a team of nine operators to perform tasks completed by submarine command teams during DT. The Event Analysis of Systemic Teamwork (EAST) method was used to model the social, task and information networks and describe command team performance. Ten teams were recruited for the study, affording statistical comparisons of how command team roles and level of demand affected performance. Results indicate that command teams can covertly DT a contact differently depending on demand (e.g. volume of contacts). In low demand it was possible to use periscope more often than in high demand, in a 'duck-and-run' fashion. Therefore, the type of information and frequency of particular task completion, was significantly different between the higher and lower demand conditions. This resulted in different operators in the command team experiencing greater demand depending on how the DT mission objective was completed. Potential bottlenecks in the command team were identified and implications are discussed alongside suggestions for future work.

Land Ahoy! Understanding Submarine Command and Control During the Completion of Inshore Operations.

OBJECTIVE: The aim of this study was to use multiple command teams to provide empirical evidence for understanding communication flow, information pertinence, and tasks undertaken in a submarine control room when completing higher- and lower-demand inshore operation (INSO) scenarios. BACKGROUND: The focus of submarine operations has changed, and submarines are increasingly required to operate in costal littoral zones. However, submarine command team performance during INSO is not well understood, particularly from a sociotechnical systems perspective. METHOD: A submarine control-room simulator was built. The creation of networked workstations allowed a team of nine operators to perform tasks completed by submarine command teams during INSO. The Event Analysis of Systematic Teamwork method was used to model the social, task, and information networks and to describe command team performance. Ten teams were recruited for the study, affording statistical comparisons of how command-team roles and level of demand affected performance. RESULTS: Results indicated that the submarine command-team members are required to rapidly integrate sonar and visual data as the periscope is used, periodically, in a "duck-and-run" fashion, to maintain covertness. The fusion of such information is primarily completed by the operations officer (OPSO), with this operator experiencing significantly greater demand than any other operator. CONCLUSION: The OPSO was a bottleneck in the command team when completing INSO, experiencing similar load in both scenarios, suggesting that the command team may benefit from data synthesis tasks being more evenly distributed within the command team. APPLICATION: The work can inform future control-room design and command-team ways of working by identifying bottlenecks in terms of information and task flow between operators.