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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
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
What is Culture?What is Culture?
• National • Organisational • Professional• Safety• The way we do things!!
• National • Organisational • Professional• Safety• The way we do things!!
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
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
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
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
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.
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
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
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
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
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
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
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
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
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
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
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
Safety cultureSafety culture
• Informed• Reporting• Just• Flexible• Learning
• Informed• Reporting• Just• Flexible• Learning
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
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.
Thank you for your time. Thank you for your time.
Lex Rock [email protected]
Lex Rock [email protected]
