=Paper=
{{Paper
|id=None
|storemode=property
|title=A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems
|pdfUrl=https://ceur-ws.org/Vol-931/paper3.pdf
|volume=Vol-931
|dblpUrl=https://dblp.org/rec/conf/ectel/KurapatiKVDSB12
}}
==A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems==
https://ceur-ws.org/Vol-931/paper3.pdf
A Theoretical Framework for Shared Situational
Awareness in Sociotechnical Systems
Shalini Kurapati1 , Gwendolyn Kolfschoten1 , Alexander Verbraeck1 Hendrik
Drachsler2 , Marcus Specht2 , and Frances Brazier1
1
Delft University of Technology, Delft 2600 GA , The Netherlands
2
Open Universiteit, Heerlen 6419 AT, The Netherlands
Abstract. Sociotechnical systems are large technical systems compris-
ing many stakeholders (e.g.: Supply chains, Transportation networks,
Energy distribution systems etc.). Decision making in such systems is
complex, as the stakeholders are inter-dependent and the large size of the
systems leads to insufficient Shared Situational Awareness (SSA), which
is important for participatory decision making. The aim of this paper
is to develop a framework to understand the goals and requirements for
designing processes to create SSA in such systems. The framework is
based on the Capability Maturity Model (CMM) and systems thinking
perspective. The framework is initially validated by experts and will be
further validated with experiments with stakeholders in several workshop
settings.
Keywords: Shared Situational Awareness, Sociotechnical Systems, De-
cision making
1 Introduction
1.1 Sociotechnical systems and relevance of SSA
Sociotechnical systems involve both complex physical-technical systems and net-
works of interdependent stakeholders. These systems consist of technology that
drives the system, and stakeholders that design, maintain, operationalize, and
implement that system [4]. However, during a problem situation, as the number
of stakeholders increases, the conflicts of interests become greater, making de-
cision making complex and challenging. Eventually, it may become impossible
for any one actor to understand the situation in its entirety [4], which can be
defined as lack of a ’common operational picture’ or lack of shared situational
awareness. For example, according to research conducted by IBM among various
supply chain network managers, more than 70% expressed concern about lack
of visibility, transparency and awareness in the network due to organizational
silos, lack of information sharing, coordination issues, local optimization against
global view etc. [13]. The aim of this paper is to design a theoretical framework to
gain insight into the objectives and requirements for SSA in sociotechnical sys-
tems. Thereby, understand the processes towards better participatory decision
47
A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems
making in such systems. The relevance and importance of SSA for such systems
is introduced in Section 1, followed by a brief theoretical background of SSA.
Subsequently, the research gap in the study of SSA is highlighted. After which,
a theoretical SSA framework is presented along with the research methodology.
This paper concludes with the presentation of the future work, in lieu of the
nature of this paper which is Work-In-Progress.
2 Shared Situational Awareness background
Shared Situational Awareness is described as ”shared awareness/understanding
of a particular situation” or ”common operational picture” or common relevant
picture distributed rapidly about a problem situation [18]. The concept of sit-
uational awareness (SA) was developed after the World War II to improve the
judgment and decision making abilities of fighter pilots. Individual situational
awareness is defined as ”the perception of the elements in the environment within
a volume of time and space, the comprehension of their meaning, and the pro-
jection of their status in the near future” [10]. The success of the applications
of SA led to its adoption by other areas such as energy distribution, nuclear
power plant operational maintenance, process control, maritime, tele-operations
etc and is a key topic in human factors literature [23]. As today’s organizations
are largely comprised of teams, the research focus in the human factors com-
munity is shifting from individual SA to SSA. However, there is no one-for-all
definition and theory that explains SSA.
2.1 The theoretical gap: SSA in sociotechnical systems
Existing individual, team and shared SA models, whilst each containing use-
ful elements, may prove impractical when applied to the description and as-
sessment of SA in non-hierarchical environments [23]. The research on SSA so
far has not dealt enough with the multi-stakeholder networks or organizations.
Most of the current application domains of shared SA have a structural hierar-
chy of decision-making and their operations are conducted in a command and
control environment. But there has not been much focus on shared situational
awareness in multi-stakeholder networks such as global supply chain networks,
intermodal transportation networks etc. These are sociotechnical systems where
the stakeholders though are autonomous, are inter-dependent and have to be
participative in nature. Therefore, the following sections describe the design of
a framework that aims at closing the identified research gap in the study of SSA
in sociotechnical systems.
3 Research Methodology
The SSA framework for sociotechnical systems is designed based on deductive
theory construction using an iterative design process [2]. Firstly, a comprehen-
sive inventory of literature was gathered to study the topic of interest- SSA in
48
A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems
sociotechnical systems. In the second step, the knowledge gaps in the topic were
analyzed. Based on the identified gaps, a framework was derived with a novel
perspective on SSA, using the systems thinking perspective. The framework was
presented to 2 professors at TU Delft and 2 professors at OU, Heerlen for expert
opinion. With the feedback received and further literature survey, it was im-
proved in the second iteration. Further improvements will be based on feedback
from expert sessions, as well as testing with user groups. The following chapter
describes the SSA framework in detail.
4 The SSA theoretical framework for socio-technical
systems
Sociotechnical systems are frequently affected by wicked problems [22]. Solving
wicked problems requires the joint decision making of all the stakeholders.The
joint decision making in the system requires an ’overview’ of the problem, effects
of each others’ actions, and planning for the future. In other words, there needs
to be SSA among the stakeholders. As the sociotecnical systems become large
and complex, the actors lose an overview about the problem as well as the
actions and decision of others to handle it jointly [5]. Therefore, it is crucial to
understand the concept of SSA in sociotechnical systems where the actors are
autonomous yet interrelated and wield varying degrees of power. When a problem
occurs in the present sociotechnical systems, ad-hoc decisions are being made
by actors without mutual consultation and shared awareness about each others
plans, leading to conflicts, opportunistic behavior and under-utilization in the
system. To address these issues, a framework for SSA was created, analogous to a
framework in literature named as Capability Maturity Model (CMM) [12], which
has 5 evolutionary process steps towards system organization and capability
utilization. The aim of CMM is to control, measure and improve processes in
large organizations and systems where the base situation is chaotic. Therefore,
the CMM framework was chosen as an inspiration to design the process levels
for SSA framework
The five CMM steps are as follows
”1. Initial - until the process is under statistical control, no orderly progress
in process improvement is possible. 2.Repeatable - a stable process with a re-
peatable level of statistical control is achieved by initiating rigorous project
management of commitments, cost, schedule, and change. 3.Defined - definition
of the process is necessary to assure consistent implementation and to provide a
basis for better understanding of the process. 4.Managed - following the defined
process, it is possible to initiate process measurements. 5.Optimized - with a
measured process, the foundation is in place for continuing improvement and
optimization of the process ”[12].
Against the 5 levels of CMMs, only 3 levels have been chosen for SSA frame-
work as level 1 and 2 of the CMM are merged into level 1 of the SSA framework,as
the initial level has no interesting properties from an SSA perspective. The level
4 and 5 are merged as the objectives of SSA framework are closer to collabo-
49
A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems
ration and participation rather than optimization. Therefore the three maturity
levels of the SSA framework are as follows.
1 Perception: The ability to perceive oneś (individual, group or system) sur-
roundings, circumstances and function in the system
2 Prescription: The ability to modify existing plans , if a problem affects the
system, to remain as close as possible to the existing plans
3 Participation: The ability to participate in joint corrective actions, and adapt
while a problem occurs in the system
As described in theoretical gap, SSA has not been studied in sociotechnical
systems. The existing theories and models of SSA have not yet dealt with local-
ized problems in the system that have a wide impact across the entire system.
Therefore, a system thinking viewpoint has been adopted to define the SSA
framework in addition to the individual and group levels, which have already
been introduced in literature. The core aspects of systems thinking is gaining
a bigger picture and making decisions while taking the perspectives of other
stakeholders in the system into consideration [7]. Systems thinking approach is
very useful to understand SSA in sociotechnical systems, as it offers approaches
to understand the interrelationships, different objectives, and power relations
among the stakeholders in a system [20].
The framework is intended to describe the purpose of SSA in sociotechni-
cal systems. SSA is goal oriented and the requirements for reaching the gals
at individual and group levels have been discussed in a command and control
environment [11]. Following a similar pattern, this paper introduces goals, and
the requirements for sociotechnical systems that have multiple stakeholders at
individual, group and system levels along the three SSA maturity levels. The
framework also focuses on learning, whether associated with individuals, groups
or organizations, comprise of a set of processes that improve performance [17]. As
our main objective is to study SSA in sociotechnical systems towards improving
participatory decision making, learning and reflection are essential constituents
of the processes towards such an improvement. The following chapters describe
them in detail.
4.1 Objectives
The objectives for the various system decomposition levels of the framework at
the all three SSA maturity levels are defined with support from literature in
Figure 1. [10] [4], [23], [21], [9], [26] in [24], [11], [14], [19] [1]
4.2 Requirements
Requirements are the necessary conditions to achieve objectives stated in the
above subsection. Each of the requirements for individual, team/group and sys-
tem level for the three maturity levels of SSA are described in Figure 2. with
literature support from [10], [3], [15], [8], [11]. [6], [10], [16], [14], [25].
50
A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems
Fig. 1. Objectives of SSA for sociotechnical systems
Fig. 2. Requirements for SSA in sociotechnical systems
5 Conclusion and future work
SSA has rarely been studied in multi-stakeholder systems. A framework has been
designed to define the processes, requirements and examples of methodologies to
51
A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems
be employed to understand SSA in these networks, towards reducing the theo-
retical gaps found in SSA literature. The model has been primarily validated by
expert opinion, and the ARTEL workshop will be a platform for further feed-
back. As for the future work, experiments will be designed with the stakeholders
of multi-stakeholder networks based on the SSA framework, to gain an insight
about the impact of SSA in theory and practice. The experiments are scheduled
to be serious games, which will be validated for design, content and rigor with
both scientific and professional experts in game design. The effectiveness of the
experiments will be discussed in extensive workshop sessions after the game play
with the participants in the form of group interviews and feedback sessions. With
the gathered results from the experiments, the framework will be improvised in
several iterations and is intended to be a basis of a measurement tool for assess-
ment of SSA in sociotechnical systems, as well to aid in the design of serious
games for SSA training in these systems. The final objective of the research is to
deduce SSA theory in sociotechnical systems describing the cognitive processes
of stakeholders, factors influencing SSA, to create an insight into how SSA comes
to be in sociotechnical systems.
6 Acknowledgement
The research presented in the paper is conducted under the SALOMO project
(Situational Awareness for LOgistic Multimodal Operations) in container sup-
ply chains and networks sponsored by the Dutch Institute of Advanced Logistics
(DINALOG). We also acknowledge the input from Christian Glahn (Interna-
tional Relations and Security Network, ETH, Zurich, formerly associated with
OU, Heerlen) for the SSA framework.
References
1. Alfredson, J.: Differences in Situational Awareness and How to Manage them in
Development of Complex Systems. Ph.D. thesis, Linköping University (2007)
2. Babbie, E.: The Basics of Social Research. Thomson Higher Education, Belmont,
4 edn. (2008)
3. Bolstad, C.A., Endsley, M.R.: Shared displays and team performance. pp. 1–6.
No. 2, Human Performance, Situation Awareness and Automation Conference,
Savannah, GA (2000)
4. de Bruijn, H., ten Heuvelhof, E.: Management in networks: On multi-actor decision
making. Routledge, Oxford, 1 edn. (2008)
5. de Bruijn, Hans, H., Herder, P.M.: System and Actor Perspectives on Sociotechni-
cal Systems. IEEE Transactions on Systems, Man, and Cybernetics-Part A: Sys-
tems and Humans 39(5), 981–992 (2009)
6. CEN: Disaster and emergency management - Shared situation awareness. Tech.
rep., European Committee for Standardization, Brussels (2009)
7. Chapman, J.: System Failure: Why Governments Must Learn to Think Differently.
Demos, London, 2 edn. (2004)
52
A Theoretical Framework for Shared Situational Awareness in Sociotechnical Systems
8. Chen, Y., Harper, F.M., Konstan, J., Sherry, X.L.: Social Comparisons and Con-
tributions to Online Communities : A Field Experiment on MovieLens. American
Economic Review 100(4), 1358–1398 (2010)
9. Dryzek, J.: Networks and Democratic Ideals: Equality, Freedom, and Commu-
nication. In: Theories of Democratic Network Governance, pp. 262–73. Palgrave
Macmillan, Basingstoke (2007)
10. Endsley, M.R.: Toward a Theory of Situation Awareness in Dynamic Systems.
Human Factors: The Journal of the Human Factors and Ergonomics Society 37(1),
32–64 (1995)
11. Endsley, M.R., Jones, W.M.: Situation Awareness Information Dominance & In-
formation Warfare. Tech. Rep. February, DTIC Document (1997)
12. Humphrey, W.S.: Characterizing the Software Process: A Maturity Framework.
Tech. rep., Software Engineering Institute, CMU, Pittsburgh (1987)
13. IBM: The smarter supply chain of the future. Tech. rep., IBM (2010)
14. Juga, J.: Organizing for network synergy in logistics A case study. International
Journal of Physical Distribution & Logistics Management (2010)
15. Klein, G., Woods, D.D., Feltovich, P.J.: Common Ground and Coordination in
Joint Activity. Organizational Simulation pp. 1–42 (2004)
16. Locke, E.A., Latham, G.P.: New Directions in Goal-Setting Theory. Current direc-
tions in psychological science 15(5), 265–268 (2006)
17. Nevis, E.C., Ghoreishi, S., Gould, J.M.: Understanding Organizations as Learning
Systems. Sloan Management Review 36(2), 73–85 (1995)
18. Nofi, A.: Defining and Measuring Shared Situational Awareness. Tech. Rep. 10,
Center for Naval Analyses, Arlington (2000)
19. Nonaka, I., von Krogh, G.: Tacit Knowledge and Knowledge Conversion: Contro-
versy and Advancement in Organizational Knowledge Creation Theory. Organiza-
tion Science 20(3), 635–652 (2009)
20. Reynolds, M., Holwell, S., Beer, S.: Systems Approaches to Managing Change:
A Practical Guide. In: Reynolds, M., Holwell, S. (eds.) Systems Approaches to
Managing Change: A Practical Guide, pp. 1–23. Springer, London (2010)
21. Rhodes, R.: Understanding Governance: Policy Networks, Governance, Reflexivity
and Accountability. Open University Press, Buckingham (1997)
22. Rittel, H., Webber, M.: Dilemmas in a general theory of planning. Policy sciences
4(1969), 155–169 (1973)
23. Salmon, P.M., Stanton, N.A., Walker, G.H., Jenkins, D.P., Mcmaster, R., Young,
M.S.: What really is going on ? Review of situation awareness models for individuals
and teams. Theoretical Issues in Ergonomics Science pp. 37–41 (2008)
24. Sorensen, E.: Governance Networks as a Tool for Democratizing Inter-
Governmental Policy Making (2010)
25. Storck, J., Lesser, E.L.: Communities of practice and organizational performance.
IBM Systems Journal 40(4), 831–841 (2001)
26. Young, I.: Inclusion and Democracy. Oxford University Press, Oxford (2000)
53