Building Better Interfaces for Remote Autonomous Systems

Oury, Jacob D.; Ritter, Frank E.

doi:10.1007/978-3-030-47775-2

Cited by 4 publications

(2 citation statements)

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“…The ability to predict the future behaviour of a system, therefore, requires a comprehensive mental model (Lee and Moray, 1989). Mental models provide a coupling between a system's state and desired goals for allowing a simulation of potential actions (Bryant, 2006;Oury and Ritter, 2021). However, due to information loss through faulty cognitive memory or systems change, a mental model can deviate from reality (Moray, 1996).…”

Section: Shared Mental Modelsmentioning

confidence: 99%

Expansion of Situations Theory for Exploring Shared Awareness in Human-Intelligent Autonomous Systems

Demir,

Canan,

Humr

2025

IJSSE

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Intelligent autonomous systems (IAS) are part of a system of systems (SoS) that interact with other agents to accomplish tasks in complex environments. However, IAS-integrated SoS add additional layers of complexity based on their limited cognitive processes, specifically shared situation awareness (SSA) that allows a team to respond to novel tasks. IAS's lack of SSA adversely influences team effectiveness in complex task environments, such as military command-and-control. A complmentary approach of SSA, called situations theory, is beneficial for understanding the relationship between SoS's SSA and effectiveness. The current study elucidates a conceptual discussion on situations theory to investigate the development of an SoS's shared situational awareness when humans team with IAS agents. To ground the discussion, the reviewed studies expanded situations theory within the context of SoS that result in three major conjectures that can be beneficial to the design and development of future SoSs.

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Section: Shared Mental Modelsmentioning

confidence: 99%

Expansion of Situations Theory for Exploring Shared Awareness in Human-Intelligent Autonomous Systems

Demir,

Canan,

Humr

2025

IJSSE

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“…I had to think for a long time about how unusable systems could be unusable and yet be successful. Unusable systems that are successful violate what is existing good practice in what we teach in my college, what is in our textbooks (Oury & Ritter, 2021;Ritter et al, 2014), my colleagues' textbooks (Carroll, 2000;Rossen & Carroll, 2001), the National Research Council report on system design that I helped write (Pew & Mavor, 2007), and is in nearly all human-computer interaction (HCI) and human factors textbooks (e.g., Dix et al, 1998;Lee et al, 2017;Lewis & Reiman, 1998;Norman, 2013).…”

mentioning

confidence: 99%

How Unusable Systems Can Be Successes: When You Are Not a Stakeholder

Ritter¹

2021

Ergonomics in Design: The Quarterly of Human Factors Applicatio

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I have recently used several systems that are not usable but have been declared successes. Success means that their use is increasing, no one was fired, and the usability problems are solved by the users who either work much harder or through surrogates. After defining usability, I describe these systems and provide a list of reasons why these systems are both unusable and successes, seemingly a paradox for human factors. The article concludes by explaining this paradox, noting several ways this can happen, particularly when stakeholders’ viewpoints are excluded or discounted by designers and by other types of users.

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