Linking human factors to corporate strategy with cognitive mapping techniques.
For human factors (HF) to avoid being considered of "side-car" status, it needs to be positioned within the organization in such a way that it affects business strategies and their implementation. Tools are needed to support this effort. This paper explores the feasibility of applying a technique from operational research called cognitive mapping to link HF to corporate strategy. Using a single case study, a cognitive map is drawn to reveal the complex relationships between human factors and achieving an organization's strategic goals. Analysis of the map for central concepts and reinforcing loops enhances understanding that can lead to discrete initiatives to facilitate integration of HF. It is recommended that this technique be used with senior managers to understand the organizations` strategic goals and enhance understanding of the potential for HF to contribute to the strategic goals.
Human Factors Engineering Lab, Department of Mechanical and Industrial Engineering, Ryerson University, 350 Victoria St., Toronto, Ontario M5B 2K3 Canada. jvillage@ryerson.ca
Judy
J
Village
Michael
M
Greig
Filippo A
FA
Salustri
W Patrick
WP
Neumann
D006804:Ergonomics; D006801:Humans; D066192:Manufacturing Industry / Q000379:methods / Q000458:organization & administration; D009874:Operations Research; D009936:Organizational Innovation; D009937:Organizational Objectives; D016134:Organizational Policy; D010934:Planning Techniques