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Part of: Synthesis digital library of engineering and computer science.

Includes bibliographical references (pages 115-124).

1. Introduction -- 1.1 Modernization of the NPP control room -- 1.2 Human-factors challenges in the control-room design case -- 1.2.1 Ambiguity about what makes a good control room -- 1.2.2 Lack of insight into good operator work -- 1.2.3 Design products as unique entities -- 1.2.4 The marriage of usability and safety -- 1.2.5 Considering training as design -- 1.2.6 The role of evaluation in design -- 1.3 Methodological consequences -- 1.3.1 Redefining the unit of analysis -- 1.3.2 Adopting a developmental research approach -- 1.3.3 Summary of the methodological consequences -- 1.4 The structure of the book --

2. Core-task design methodology -- 2.1 The practice approach in core-task design -- 2.1.1 Variety among theories of practice -- 2.1.2 The definition of practice used in core-task design -- 2.1.3 Practice-based theories as a toolkit for empirical research -- 2.2 Concretizing practice as the new unit of analysis -- 2.2.1 Conceptual distinctions to be overcome -- 2.2.2 Core-task modeling -- 2.2.3 Analysis of actual activity -- 2.3 The developmental approach -- 2.3.1 Foundations for a developmental research approach -- 2.3.2 The core-task design model -- 2.3.3 The design functions in core-task design --

3. Understanding: how to generalize from empirical enquiry about actual work -- 3.1 The practical problem in the example case -- 3.1.1 Particularities of the plant -- 3.1.2 Emergency operating procedures used at the plant -- 3.1.3 A simulated accident scenario -- 3.2 Core-task design methods in the understand-to-generalize function -- 3.2.1 Identification of core-task functions -- 3.2.2 Design and analysis of the simulated scenario (Functional situation modeling) -- 3.2.3 Semiotic analysis of habits -- 3.3 Findings in the study: different ways of using procedures -- 3.3.1 Conclusions on the understand-generalize core-task design function --

4. Foreseeing: how to uncover the promise of solutions for future work -- 4.1 The practical problem in the example case -- 4.1.1 Particularities of the case study -- 4.2 Core-task design methods in the foresee-the-promise function -- 4.2.1 The systems-usability evaluation frame -- 4.2.2 Maturation of the systems-usability concept in the development of tools -- 4.2.3 Tools-in-use modeling of the fitness concept -- 4.2.4 Foreseeing the potential of fitness through the usability-case method -- 4.3 Findings in the study: evaluation of the fitness concept's potential -- 4.4 Conclusions in the foresee-the-promise core-task design function --

5. Intervening: how to develop the work system -- 5.1 The practical problem in the example case -- 5.2 Formative features in three types of intervention with core-task design -- 5.2.1 Evaluation of the human-technology system -- 5.2.2 Development of human competencies -- 5.2.3 Managing the human factors in design -- 5.3 Conclusion --

6. Core-task design in broader perspective -- 6.1 The motive for the core-task design approach -- 6.2 The human-factors contribution of core-task design -- 6.2.1 New vocabulary for empirical analysis of practice -- 6.2.2 The human-factors design model developed -- 6.2.3 Methods for developmental and participatory design -- 6.3 Striving for a new design culture -- 6.3.1 Designing for resilience -- 6.3.2 Creating an integrated design process -- 6.4 Conclusions: core-task design in the new design culture --

Bibliography -- Author biographies.

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This book focuses on design of work from the human-factors (HF) perspective. In the approach referred to as Core-Task Design (CTD), work is considered practice, composed of human actors, the physical and social environment, and the tools used for reaching the actors' objectives. This book begins with consideration of an industrial case, the modernization of a nuclear power plant automation system, and the related human-system interfaces in the control room. This case illustrates generic design dilemmas that invite one to revisit human-factors research methodology: Human factors should adopt practice as a new unit of analysis and should accept intervention as an inherent feature of its methodology.

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Title from PDF title page (viewed on April 26, 2015).