Linking human factors to corporate strategy with cognitive mapping techniques

Abstract

For human factors (HF) to avoid being considered of “side-car” status, it needs to be positioned within the organization in such a way that it affects business strategies and their implementation. Tools are needed to support this effort. This paper explores the feasibility of applying a technique from operational research called cognitive mapping to link HF to corporate strategy. Using a single case study, a cognitive map is drawn to reveal the complex relationships between human factors and achieving an organization’s strategic goals. Analysis of the map for central concepts and reinforcing loops enhances understanding that can lead to discrete initiatives to facilitate integration of HF. It is recommended that this technique be used with senior managers to understand the organizations` strategic goals and enhance understanding of the potential for HF to contribute to the strategic goals

The barriers and opportunities to support the early career academics and professionals in human factors/ergonomics - revisiting reflections from IEA2015, IEA2018 & IEA2021

“…Linked to this was a common complaint that 302 many colleges and universities do not offer many 303 HFE-specific courses [46] or that HFE is often incor-304 porated into other disciplines, such as psychology 305 or engineering [45], without the necessary detail of 306 what characterizes it as a systems discipline that is 307 human/user-centred and design-driven [1]. HFE is 308 thus often treated as a "side-car" [47]…”