Despite increased use throughout civilian and military organizations around the world, the training of Unmanned Aerial System (UAS) teams has failed to adopt advances in the science of training. UAS teams are interdependent operators working together to operate a complex system of systems (Cooke & Shope, 2005). Thus, the science of team training is especially applicable to the education of UAS operators. While research into UAS operations and the human factors requirements thereof is progressing (Cooke, Pringle, Pedersen, & Connor, 2006), this scientific information is not getting into the hands of training developers. Without knowledge of the science, those in charge of developing UAS training can do little to improve existing training or create new, more effective curricula. In order to assist the UAS community, this article seeks to elucidate the process of using psychological science in improving UAS training. In order to do so this article will: 1) describe the UAS training problem, 2) delineate the knowledge, skills, and attitudes (KSAs) required for UAS operation, 3) list the general and specific training methods available for UAS training, and 4) show examples of how specific UAS training deficiencies indicate necessary KSAs and training methods.
PROBLEM: UAS TRAININGOne of the primary indicators of the deficiency in UAS training comes directly from the UAS community. While the US Air Force attempts to harness the capabilities of unmanned systems on an organizational scale, there is great internal discord over how operators should be trained (Stulberg, 2007). Indeed, Stulberg (2007) notes while examining the plight of UAS operators:The overload on operators and sensor operators not only circumscribes training, but also compels them to develop operational practices and standards on the fly, with little interaction with Air Force doctrinal authorities or pilot community. (p. 261)