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The Effect of Culture on Human Factors
The Effect of Culture on Human Factors
Lex Rock Heemstra Human Factors Specialist – Flight Training
Lex Rock Heemstra Human Factors Specialist – Flight Training
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DiscussionDiscussion
• Definitions of Culture• Hofstede’s National Culture Traits• FMAQ - Helmreich/Merrit Pilot study• FCAQ - Emirates Pilot Study• National Traits and CRM programs
• Definitions of Culture• Hofstede’s National Culture Traits• FMAQ - Helmreich/Merrit Pilot study• FCAQ - Emirates Pilot Study• National Traits and CRM programs
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What is Culture?What is Culture?
• National • Organisational • Professional• Safety• The way we do things!!
• National • Organisational • Professional• Safety• The way we do things!!
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Hofstedes Cultural StudiesHofstedes Cultural Studies
• Gert Hofstede – 1967-1973– 88 000 IBM personnel– 66 Countries– 38 different professions
• Dimensions: – Power Distance– Uncertainty Avoidance– Individualism vs Collectivism– Masculine vs. Feminine
• Gert Hofstede – 1967-1973– 88 000 IBM personnel– 66 Countries– 38 different professions
• Dimensions: – Power Distance– Uncertainty Avoidance– Individualism vs Collectivism– Masculine vs. Feminine
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Helmreich & Merrit Pilot CultureHelmreich & Merrit Pilot Culture
• Research 1993-1997– 15 000 pilots– 36 Airlines– 23 Countries
• FMAQ – Flight Management Attitude Questionnaire
• Compared Hofstedes 4 dimensions
• Research 1993-1997– 15 000 pilots– 36 Airlines– 23 Countries
• FMAQ – Flight Management Attitude Questionnaire
• Compared Hofstedes 4 dimensions
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National Culture - HofstedeNational Culture - Hofstede
Power DistancePower Distance
Unc
erta
inty
Avo
idan
ceU
ncer
tain
ty A
void
ance
20 40 60 80 100 120
20
40
60
80
00
120
▀ Switzerland▀ Switzerland
▀ South Africa▀ South Africa
▀ Argentina▀ Argentina
▀ Australia▀ Australia
▀ Brazil▀ Brazil
▀ British HK▀ British HK
▀ Denmark▀ Denmark
▀ Germany▀ Germany
▀ Greece▀ Greece
▀ Ireland▀ Ireland
▀ Italy▀ Italy
▀ Japan▀ Japan
▀ Korea▀ Korea
▀ Malaysia▀ Malaysia
▀ Mexico▀ Mexico
▀ Morocco▀ Morocco▀ New Zealand▀ New Zealand
▀ Norway▀ Norway
▀ Philippines▀ Philippines
▀ Sweden▀ Sweden
▀ Taiwan▀ Taiwan
▀ USA▀ USA
55% Pilots44% PilotsPilot AverageNational Average
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48% Pilots 53% Pilots
-20
0
20
40
60
80
2020 4040 60 80 100 120
IndividualismIndividualism
Mas
culin
ityM
ascu
linity
-40140 160
▀ Australia▀ Australia
National AveragePilot Average
▀ Greece▀ Greece
▀ Japan▀ Japan
▀ Argentina▀ Argentina
▀ Korea▀ Korea
▀ Mexico▀ Mexico
▀ Brazil▀ Brazil▀ Taiwan▀ Taiwan
▀ Italy▀ Italy
▀ Malaysia▀ Malaysia
▀ Germany▀ Germany
▀ South Africa▀ South Africa
▀ Norway▀ Norway▀ Sweden▀ Sweden
▀ British HK▀ British HK
▀ New Zealand▀ New Zealand
▀ USA▀ USA
▀ Switzerland▀ Switzerland
▀ Denmark▀ Denmark
▀ Ireland▀ Ireland
▀ Morocco▀ Morocco
▀ Philippines▀ Philippines
National Culture - HofstedeNational Culture - Hofstede
2020 40402020 40
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ObservationsObservations
• Power Distance = Low• Uncertainty Avoidance = Low• Individualism = Very High• Masculinity = Moderate to High• Anglo & Nordic pilots:
– Share similar Power Distance and Uncertainty Avoidance as their countrymen.
– Masculinity: Anglo countries slightly lower & Nordic countries stable.
• Power Distance = Low• Uncertainty Avoidance = Low• Individualism = Very High• Masculinity = Moderate to High• Anglo & Nordic pilots:
– Share similar Power Distance and Uncertainty Avoidance as their countrymen.
– Masculinity: Anglo countries slightly lower & Nordic countries stable.
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Professional CultureProfessional Culture20 Countries Response by Nationality (average score)
1.5
2
2.5
3
3.5
4
4.5
5
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30Questions
Scor
e
Australian UAE Belgium Brazil Canada Sw iss German FrenchBritish Irish Italy Mexican Malaysia Dutch USA Sw edenNew Zealand South Africa India Jamaica
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Power DistancePower Distance"I find most Captains are open and approachable regarding the discussion
of flight operations before and during the flight." (N=1830; 1= Disagree Strongly, 5= Agree Strongly)
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Australia
Belgium
Brazil
Britain
Canada
France
German
yHolla
ndIre
land
India
Italy
Jamaic
aMala
ysia
Mexico
New Zealand
South Afri
caSwed
enSwitz
erland
UAE
USA
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Power DistancePower Distance
"Crew members should not question the decision of the Captain except when they threaten the safety of the flight"
(N=1830; 1= Disagree Strongly, 5= Agree Strongly)
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Austra
liaBelg
ium
Brazil
Britain
Canad
aFr
ance
German
yHoll
and
Irelan
d
India Italy
Jamaic
aMala
ysia
Mexico
New Ze
aland
South
Africa
Sweden
Switzerl
and
UAE
USA
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Uncertainty AvoidanceUncertainty Avoidance"Written procedures are necessary for all in-flight situations"
(N=1830; 1= Disagree Strongly, 5= Agree Strongly)
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Australia
Belgium
Brazil
Britain
Canada
France
German
yHolla
ndIre
land
India
Italy
Jamaic
aMala
ysia
Mexico
New Zealand
South Afri
caSwed
enSwitz
erland
UAE
USA
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Individualism vs CollectivismIndividualism vs Collectivism"If I percieve a problem with the flight, I will speak up, regardless of who
might be affected"
6 31 59
522
1437
0
200
400
600
800
1000
1200
1400
1600
Strongly Disagree Neutral Agree Strongly
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Masculinity vs FeminismMasculinity vs Feminism"Pilots should be aware of and sensitive to the personal problems of
other crew members"
43
239
464
921
388
0
100
200
300
400
500
600
700
800
900
1000
Strongly Disagree Neutral Agree Strongly
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Masculinity vs FeminismMasculinity vs Feminism"Pilots should be aware of and sensitive to the personal problems of
other crew members"(N=1830; 1= Disagree Strongly, 5= Agree Strongly)
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Australia
Belgium
Brazil
Britain
Canada
France
German
yHolla
ndIre
land
India
Italy
Jamaic
aMala
ysia
Mexico
New Zealand
South Afri
caSwed
enSwitz
erland
UAE
USA
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AgeAge
"The Captain should take physical control and fly the aircraft in emergency and non normal situations"
0
5
10
15
20
25
30
35
40
45
Disagree Strongly Disagree Neutral Agree Strongly Agree
20's
30's
40's50's
60's
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Culture & CRM Culture & CRM
• Power Gradient affects the following: – Leadership/followership– Assertiveness– Communication– Error Prevention and Detection– Stress – Conflict Management
• Power Gradient affects the following: – Leadership/followership– Assertiveness– Communication– Error Prevention and Detection– Stress – Conflict Management
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Culture & CRMCulture & CRM
• Uncertainty Avoidance influences: – Risk Management– SOP Adherence– Decision making– Stress– Automation Use
• Uncertainty Avoidance influences: – Risk Management– SOP Adherence– Decision making– Stress– Automation Use
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Culture & CRMCulture & CRM
• Individualism vs Collectivism: – Leadership– Assertiveness– Workload Management– Stress
• Masculinity vs Feminism: – Leadership– Team Behaviour & Synergy
• Individualism vs Collectivism: – Leadership– Assertiveness– Workload Management– Stress
• Masculinity vs Feminism: – Leadership– Team Behaviour & Synergy
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Safety cultureSafety culture
• Informed• Reporting• Just• Flexible• Learning
• Informed• Reporting• Just• Flexible• Learning
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CRM Consideration
• Command: Accountable and responsible for the safe and efficient operation of aircraft
• CRM: Use of all resources to achieve safe and efficient operations
• Therefore combine the two –accountable and responsible to use all resources
• Command: Accountable and responsible for the safe and efficient operation of aircraft
• CRM: Use of all resources to achieve safe and efficient operations
• Therefore combine the two –accountable and responsible to use all resources
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SummarySummary
• Knowledge of the workforce is a must.• Aligning the training program to meet
the needs of the operator and the organisational demands.
• All forms of culture need to be addressed.
• Safety culture remains the priority.
• Knowledge of the workforce is a must.• Aligning the training program to meet
the needs of the operator and the organisational demands.
• All forms of culture need to be addressed.
• Safety culture remains the priority.
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Thank you for your time. Thank you for your time.
Lex Rock [email protected]
Lex Rock [email protected]