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Driverless passenger vehicles are an emerging technology and a near-term eventuality. As such, the role of someone onboard the vehicle will change from the active role of a driver to the passive role of a passenger. The goal of this work is to provide an initial assessment of this interaction, with a specific focus on the impact of different available control interfaces on trust, usability, and performance. Participants interacted with two simulated driverless passenger vehicles that were designed to mirror a real-world prototype vehicle for Soldier transit on a U.S. military installation. Vehicle 1 had a traditional wheel and pedal control interface, as well as two buttons to disengage or reengage the vehicle's automation system. Vehicle 2 only had the button system available with which to disengage the automation and bring the vehicle to a safe stop in the simulation and then reengage. Both vehicles were designed to function optimally throughout the virtual environment. Findings suggested equal trust and usability ratings between the two vehicles. However, participants tended to intervene more often with the traditional control interface. Individual differences and preference ratings are reported.

People-centered innovation is a paradigm shift in the construction industry. It is derived from the supposition that people not methods, schedules, or budgets deliver projects. Our data suggest that a multilevel, multidisciplinary project team through shared vision, values, and a common vernacular defines, designs, and delivers more successful projects than traditional methods. These projects meet the needs of shareholders, the community, stakeholders, and the planet. We employ the concepts of emotional intelligence and agency theory to explain an integrated project delivery (IPD) construction project using lean tactics that not only delivered, but also exceeded expectations resulting in a six-month schedule acceleration and $60M savings over the original estimated cost of the project calculated assuming traditional project delivery methods. The safety rating for this project was 50% better than the national average and the expected improvement in operating margin for the new building is 33% greater. This paper introduces the notion of people-centered innovation to an industry that has struggled to adapt and show positive results over recent decades. Our case study describes the significance of people-centered innovation in construction project delivery. We discuss the implications for the construction industry going forward.

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