Human Control of Systems Chap 10 Human Control
- Slides: 25
Human Control of Systems Chap 10
Human Control of Systems ► Compatibility ► Tracking ► Supervisory Control
Compatibility î Degree to which relationships are consistent with human expectations î Compatibility learning , error , RT , Compatibility satisfaction î 相容性有各種不同程度;有可能互相矛盾 ► Spatial Compatibility ► Movement Compatibility
Compatibility−Spatial ► Physical Similarity of Displays and Controls § Signal panels & Response panels Fig 10 -1 § Function keys: monitor – keyboard Fig 10 -2 ► Physical Arrangement of Displays and Controls § Control-burner arrangements of stove § Performance≠ Chosen ( II>III ) Fig 10 -3 Tab 10 -1 ( III>II ) § Sensor lines error=0, but RT > offset (I) Fig 10 -4
Compatibility ► Movement Compatibility § Rotary Controls and Rotary Displays in the Same Plane § Rotary Controls and Linear Displays in the Same Plane § Movement of Displays and Controls in Different Planes § Movement Relationships of Rotary Vehicular Controls § Movement Relationships of Power Switches § Orientation of the Operator and Movement Relationships § Discussion
Compatibility−Movement ► Rotary Controls and Rotary Displays in the Same Plane § Fixed Scale Clockwise turn of Control Clockwise turn of Display (pointer) (increase the value) § Fixed Pointer Fig 10 -5 − 1. Scale rotate = Movement of Control − 2. Scale: L R increase − 3. Clockwise (control) increase 重要性: 1>2>3
Compatibility−Movement ► Rotary Controls and Linear Displays in the Same Plane Fig 10 -6 § Warrick’s Principle § Scale-side Principle § Clockwise – for – Increase Principle
Compatibility−Movement ► Movement of Displays and Controls in Different Planes § Control: rotary Clockwise – for – Increase Principle − 螺絲類比:Clockwise away from Counterclockwise toward − § Stick-type Control Fig 10 -7 Best: Up-Up, Down-Down − Worst: Up-Down − § Recommended Fig 10 -8 § Safer: fore-up, aft-down
Compatibility−Movement ► Movement Relationships of Rotary Vehicular Controls Fig 10 -9 § Most vehicles § Shuttle cars for underground coal mines ► Movement Relationships of Power Switches § On: Up (chosen: 97%) > Right (71%) > Away (52%)
Compatibility−Movement ► Orientation of the Operator and Movement Relationships Fig 10 -10 § 1. Control-Display Compatibility § 2. Visual-Motor Compatibility § 3. Visual-Trunk Compatibility 重要性: 2 (V-M) > 3 (V-T) > 1(C-D)
Compatibility−Movement ► Discussion § Not universal § Standardized; logical & explainable relationship § Empirical test
Tracking ► Inputs and Outputs in Tracking ► Pursuit and Compensatory Displays in Tracking ► Control Order of Systems ► Control Responses with Various Control Orders ► Human Limitations in Tracking Tasks ► Factors That Influence Tracking Performance ► Procedures for Facilitating Tracking Performance
Tracking î An input specifies the desired output of the system ► Inputs and Outputs in Tracking § Inputs − Can be constant or variable − Received directly from environment − Input signal = Target − Movement of target = Course − Elementary inputs: sine, step, ramp Fig 10 -11 § Outputs
Tracking ► Inputs and Outputs in Tracking § Inputs § Outputs − Display: follower, cursor − Outward behavior of the system (e. g. car) − Controlled element (上述兩項的總稱)
Tracking ► Pursuit and Compensatory Displays in Tracking § Target = Controlled element : “On target” Fig 10 -12 § Pursuit: 呈現 Target & Controlled element § Compensatory: 只呈現 difference § Pursuit 之優點 − 可分離 Movement of target, controlled element − 可看到 Target course § Compensatory 之優點:節省空間
Tracking ► Control Order of Systems Hierarchy of control relationships between the movement of the control & the output it controls § Position (Zero-Order) Control § Rate (First-Order) Control § Acceleration (Second-Order) Control § Higher-Order Control − Sequence of chain-reaction effect
Tracking ► Control Orders Responses with Various Control Fig 10 -11 § Zero-order, 1 st-order: 佳 § 2 nd-order: § 原因 − Higher-order 動作多 − (e. g. ) step input
Tracking ► Human Limitations in Tracking Tasks § Processing Time − Zero-, 1 st-order: 150 -300 ms − 2 nd-order: 400 -500 ms § Bandwidth (變化頻率) − 0. 5 ~ 1 Hz (Central processing limit) § Anticipation − Higher-order: 差
Tracking ► Factors That Influence Tracking Performance § Preview of Track Ahead − Immediately procede (0. 5 s) > Lagged preview − Enable operator to compensate for time lags § Type of Display: Pursuit vs. Compensatory − Pursuit > Compensatory Tab 10 -2 Fig 10 -13 − 原因:separate effect, greater movement compatibility − Digital display: no difference
Tracking ► Factors That Influence Tracking Performance § Time Lags in Tracking − Degrade operator performance − Working memory & Anticipate future event − Types: Response lag, Control-system lag Fig 10 -14 , Display-system lag § Specificity of Displayed Error in Tracking − Specificity Performance Fig 10 -16 § Paced vs. Self-Paced Tracking − Self-Paced > Paced
Tracking ► Procedures for Facilitating Tracking Performance § Aiding (effect: limited) § Predictor Displays *** − Present state + Predicted future state − (e. g. ) submarine, airplane landing Fig 10 -17 10 -18 § Quickening 只呈現 future consequences − 缺點:不知當時,錯誤 on target 印象 −
Supervisory Control î Degree of automation ► Supervisory ► Future Tab 10 -3 Roles Implications of Supervisory Control
Supervisory Control ► Supervisory Roles § Sheridan (1987): 5 major categories of behaviors − Planning − Teaching − Monitoring − Intervening − Learning (troubleshooting) § Behavior Taxonomy of Rasmussen (1983) Skill-based (Information as Signal) − Rule-based (Sign) − Knowledge-based (Symbol: conceptual model, mental model) −
Supervisory Control ► Future Implications of Supervisory Control § Less capable of intervening in the control of the system during an emergency § Lack the necessary skills required to take control § Possibility of human error during an emergency: increase § Long-term Social Implications (Sheridan, 1980, 1987)
Supervisory Control ► Future Implications of Supervisory Control § Long-term Social Implications (Sheridan, 1980, 1987) — Unemployment — Desocialization — Remoteness from the product — Deskilling — Intimidation (脅迫): 犯錯 代價 — Discomfort in the assumption of power — Technological illiteracy — Mystification — Sense of not being productive — Eventual abandonment of responsibility
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