The Effect of Culture on Human Factors

(1)

The Effect of Culture on

Human Factors

The Effect of Culture on

Human Factors

Lex Rock Heemstra

Human Factors Specialist – Flight Training

Lex Rock Heemstra

(2)

Discussion

• Definitions of Culture

• Hofstede’s National Culture Traits

• FMAQ - Helmreich/Merrit Pilot study • FCAQ - Emirates Pilot Study

• National Traits and CRM programs • Definitions of Culture

• Hofstede’s National Culture Traits

• FMAQ - Helmreich/Merrit Pilot study • FCAQ - Emirates Pilot Study

(3)

What is Culture?

• National • Organisational • Professional • Safety

• The way we do things!! • National

• Organisational • Professional

• Safety

(4)

Hofstedes Cultural Studies

• Gert Hofstede – 1967-1973 – 88 000 IBM personnel – 66 Countries – 38 different professions • Dimensions: – Power Distance – Uncertainty Avoidance – Individualism vs Collectivism – Masculine vs. Feminine • Gert Hofstede – 1967-1973 – 88 000 IBM personnel – 66 Countries – 38 different professions • Dimensions: – Power Distance – Uncertainty Avoidance – Individualism vs Collectivism – Masculine vs. Feminine

(5)

Helmreich & Merrit Pilot Culture Helmreich & Merrit Pilot Culture

• Research 1993-1997

– 15 000 pilots – 36 Airlines – 23 Countries

• FMAQ – Flight Management Attitude Questionnaire

• Compared Hofstedes 4 dimensions • Research 1993-1997

– 15 000 pilots – 36 Airlines – 23 Countries

• FMAQ – Flight Management Attitude Questionnaire

(6)

National Culture - Hofstede National Culture - Hofstede

Power Distance Power Distance Uncertainty A v oidance Uncertainty A v oidance 20 40 60 80 100 120 20 40 60 80 00 120 ▀ Switzerland ▀ Switzerland ▀ South Africa ▀ South Africa ▀ Argentina ▀ Argentina ▀ Australia ▀ Australia ▀ Brazil ▀ Brazil ▀ British HK ▀ British HK ▀ Denmark ▀ Denmark ▀ Germany ▀ Germany ▀ Greece ▀ Greece ▀ Ireland ▀ Ireland ▀ Italy ▀ Italy ▀ Japan ▀ Japan ▀ Korea ▀ Korea ▀ Malaysia ▀ Malaysia ▀ Mexico ▀ Mexico ▀ Morocco ▀ Morocco ▀ New Zealand ▀ New Zealand ▀ Norway ▀ Norway ▀ Philippines ▀ Philippines ▀ Sweden ▀ Sweden ▀ Taiwan ▀ Taiwan ▀ USA ▀ USA 55% Pilots 44% Pilots Pilot Average National Average

(7)

48% Pilots 53% Pilots -20 0 20 40 60 80 20 20 4040 60 80 100 120 Individualism Individualism MasculinityMasculinity -40 140 160 ▀ Australia ▀ Australia National Average Pilot Average ▀ Greece ▀ Greece ▀ Japan ▀ Japan ▀ Argentina ▀ Argentina ▀ Korea ▀ Korea ▀ Mexico ▀ Mexico ▀ Brazil ▀ Brazil ▀ Taiwan ▀ Taiwan ▀ Italy ▀ Italy ▀ Malaysia ▀ Malaysia ▀ Germany ▀ Germany ▀ South Africa ▀ South Africa ▀ Norway ▀ Norway ▀ Sweden ▀ Sweden ▀ British HK ▀ British HK ▀ New Zealand ▀ New Zealand ▀ USA ▀ USA ▀ Switzerland ▀ Switzerland ▀ Denmark ▀ Denmark ▀ Ireland ▀ Ireland ▀ Morocco ▀ Morocco ▀ Philippines ▀ Philippines

National Culture - Hofstede National Culture - Hofstede

20

20 4040

20

(8)

Observations

• Power Distance = Low

• Uncertainty Avoidance = Low • Individualism = Very High

• Masculinity = Moderate to High

• Anglo & Nordic pilots:

– Share similar Power Distance and Uncertainty Avoidance as their countrymen.

– Masculinity: Anglo countries slightly lower & Nordic countries stable.

• Power Distance = Low

• Uncertainty Avoidance = Low • Individualism = Very High

• Masculinity = Moderate to High

• Anglo & Nordic pilots:

– Share similar Power Distance and Uncertainty Avoidance as their countrymen.

– Masculinity: Anglo countries slightly lower & Nordic countries stable.

(9)

Professional Culture

20 Countries Response by Nationality (average score)

1.5 2 2.5 3 3.5 4 4.5 5 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Questions Sc o re

Australian UAE Belgium Brazil Canada Sw iss German French British Irish Italy Mexican Malaysia Dutch USA Sw eden New Zealand South Africa India Jamaica

(10)

Power Distance

"I find most Captains are open and approachable regarding the discussion of flight operations before and during the flight."

(N=1830; 1= Disagree Strongly, 5= Agree Strongly)

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Austr alia Belg ium Brazi l Brita in Cana da Fran ce Germ any Holla nd Irelan d Indi a Italy Jam aica Mal aysi a Mexi co New Z ealan d Sout h Afri ca Swed en Switz erlan d UAE USA

(11)

Power Distance

"Crew members should not question the decision of the Captain except when they threaten the safety of the flight"

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Aust ralia Belgi um Bra zil Brita in Canad a Fran ce Ger man y Holla nd Irelan d Indi a Italy Jam aica Mal aysia Mexi co New Zea land Sout h Afri ca Swed en Switze rland UA E USA

(12)

Uncertainty Avoidance

"Written procedures are necessary for all in-flight situations"

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Aust ralia Belg ium Braz il Brita in Cana da Franc e Germ any Holla nd Irela nd India Italy Jama ica Mala ysia Mexi co New Ze alan d South Afric a Swede n Switz erlan d UAE USA

(13)

Individualism vs Collectivism

"If I percieve a problem with the flight, I will speak up, regardless of who might be affected" 6 31 59 522 1437 0 200 400 600 800 1000 1200 1400 1600

(14)

Masculinity vs Feminism

"Pilots should be aware of and sensitive to the personal problems of other crew members"

43 239 464 921 388 0 100 200 300 400 500 600 700 800 900 1000

(15)

Masculinity vs Feminism

"Pilots should be aware of and sensitive to the personal problems of other crew members"

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5 Austr alia Belg ium Braz il Britai n Cana da Franc e Germ any Holla nd Irela nd Indi a Italy Jama ica Mala ysia Mexi co New Z eala nd Sout h Af rica Swed en Switze rland UA E USA

(16)

Age

"The Captain should take physical control and fly the aircraft in emergency and non normal situations"

0 5 10 15 20 25 30 35 40 45

Disagree Strongly Disagree Neutral Agree Strongly Agree

20's 30's 40's 50's 60's

(17)

Culture & CRM

• Power Gradient affects the following:

– Leadership/followership – Assertiveness

– Communication

– Error Prevention and Detection – Stress

– Conflict Management

• Power Gradient affects the following:

– Leadership/followership – Assertiveness

– Communication

– Error Prevention and Detection – Stress

(18)

Culture & CRM

• Uncertainty Avoidance influences:

– Risk Management – SOP Adherence – Decision making – Stress

– Automation Use

• Uncertainty Avoidance influences:

– Risk Management – SOP Adherence – Decision making – Stress

(19)

Culture & CRM

• Individualism vs Collectivism: – Leadership – Assertiveness – Workload Management – Stress • Masculinity vs Feminism: – Leadership

– Team Behaviour & Synergy

• Individualism vs Collectivism: – Leadership – Assertiveness – Workload Management – Stress • Masculinity vs Feminism: – Leadership

(20)

Safety culture

• Informed

• Reporting

• Just

• Flexible

• Learning

• Informed

• Reporting

• Just

• Flexible

• Learning

(21)

CRM Consideration

• Command: Accountable and

responsible for the safe and efficient operation of aircraft

• CRM: Use of all resources to achieve safe and efficient operations

• Therefore combine the two –

accountable and responsible to use all resources

• Command: Accountable and

responsible for the safe and efficient operation of aircraft

• CRM: Use of all resources to achieve safe and efficient operations

• Therefore combine the two –

accountable and responsible to use all resources

(22)

Summary

• Knowledge of the workforce is a must. • Aligning the training program to meet

the needs of the operator and the organisational demands.

• All forms of culture need to be addressed.

• Safety culture remains the priority. • Knowledge of the workforce is a must. • Aligning the training program to meet

the needs of the operator and the organisational demands.

• All forms of culture need to be addressed.

(23)

Thank you for your time.

Lex Rock Heemstra

lrheemstra@emirates.com Lex Rock Heemstra