机组人员的兼容性和互动。

G M Sandal, R Vaernes, H Ursin
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引用次数: 8

摘要

四名工作人员(三名男性和一名男性)在德国科隆DLR的高压氧舱中隔离了60天。这项研究的目的是调查小组功能、与地面控制的关系以及机组人员之间的互动在隔离期间是如何变化的。使用了一系列广泛的方法,包括沟通分析、同行评分、问卷调查和隔离后访谈。主要发现有:1。在隔离开始之前和之后以及第2周和第5周,群体功能有三次下降;2. 冲突通常集中在项目管理上。3.机组成员明显倾向于否认团队冲突,使他们容易受到“群体思维”的影响;4. 在结束孤立状态时,社会因素比与任务有关的因素更为重要;5. 两名男性船员之间持续的对抗被注意到,这使得其中一名退出了互动,而另一名——最具统治力的船员——与指挥官建立了联盟。本研究的几个发现与我们早期ISEMSI研究的结果一致。已经确定存在一些人际关系问题,这些问题也可能在实际的太空任务中发生。通过行为和敏感性训练,根据兼容性组成机组人员,以及在飞行过程中监测团队功能,许多人际问题可能是可以预防或减少的。我们建议,未来的模拟研究应侧重于获得如何以理想的方式影响人际关系的实践经验。地勤人员和舱务人员的联合训练使两组人员之间建立了良好的合作关系,但对管理的调整需要更多的经验和新的训练程序。缺乏正式的规则导致了两个团队对项目管理的严重挫折和负面情绪。管理层和主要研究者的数据无法获得,但我们建议在未来的模拟研究中收集这些信息。
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Crew compatibility and interaction.

A crew of four (three males and one male) were isolated for 60 days in hyperbaric chambers at DLR, Cologne, Germany. The aim of the study was to investigate how group functioning, relations with ground control, and interaction between crew members would change during isolation. A broad array of methods was used, including analysis of communication, peer ratings, questionnaires, and a post-isolation interview. The main findings are: 1. Group functioning declined at three times, immediately before and after the start of isolation, and in weeks 2 and 5; 2. Conflicts were often focused on project management. 3. Crew members showed a marked tendency to deny team conflicts, making them vulnerable to "group think;" 4. Towards the end of isolation, social factors were given more importance than task-related factors; 5. Lasting antagonism between two of the male crew members were noted, which made one of them withdraw from interaction, while the other one--the most dominant crew member--developed an alliance with the Commander. Several findings in this study are consistent with our earlier results from the ISEMSI study. The existence of several interpersonal issues has been identified, which are also likely to occur during actual space missions. Many of the interpersonal problems could probably be prevented or reduced through behavioral and sensitivity training, composition of crews according to compatibility, and monitoring of group functioning during the flight. We suggest that future simulation studies should be directed towards gaining practical experience in how to influence interpersonal relations in a desirable way. The joint training of ground crew and chamber crew created good co-operation between the two crews, but the adjustment to management requires more experience and new training procedures. The lack of formalized rules caused serious frustrations and negative feelings in both crews towards project management. Data from management and principal investigators were not available, but we suggest that such information should be collected in future simulation studies.

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