Objective: The aim of this study was to review existing research into driver control transitions and to determine the time it takes drivers to resume control from a highly automated vehicle in noncritical scenarios. Background: Contemporary research has moved from an inclusive design approach to adhering only to mean/median values when designing control transitions in automated driving. Research into control transitions in highly automated driving has focused on urgent scenarios where drivers are given a relatively short time span to respond to a request to resume manual control. We found a paucity in research into more frequent scenarios for control transitions, such as planned exits from highway systems. Method: Twenty-six drivers drove two scenarios with an automated driving feature activated. Drivers were asked to read a newspaper, or to monitor the system, and to relinquish, or resume, control from the automation when prompted by vehicle systems. Results: Significantly longer control transition times were found between driving with and without secondary tasks. Control transition times were substantially longer than those reported in the peer-reviewed literature. Conclusion: We found that drivers take longer to resume control when under no time pressure compared with that reported in the literature. Moreover, we found that drivers occupied by a secondary task exhibit larger variance and slower responses to requests to resume control. Workload scores implied optimal workload. Application: Intra- and interindividual differences need to be accommodated by vehicle manufacturers and policy makers alike to ensure inclusive design of contemporary systems and safety during control transitions.

The purpose of this paper is to propose foundations for a theory of situation awareness based on the analysis of interactions between agents (i.e. both human and non-human) in subsystems. This approach may help to promote a better understanding of technology-mediated interaction in systems, as well as helping in the formulation of hypotheses and predictions concerning distributed situation awareness. It is proposed that agents within a system each hold their own situation awareness, which may be very different from (although compatible with) that of other agents. It is argued that we should not always hope for, or indeed want, sharing of this awareness, as different system agents have different purposes. This view marks situation awareness as a dynamic and collaborative process binding agents together on tasks on a moment-by-moment basis. Implications of this viewpoint for the development of a new theory of, and accompanying methodology for, distributed situation awareness are offered.

Command and control is the management infrastructure for any large, complex, dynamic resource system (Harris, C.J. and White, I., 1987. Advances in command, control and communication systems. London: Peregrinus). Traditional military command and control is increasingly challenged by a host of modern problems, namely, environmental complexity, dynamism, new technology and competition that is able to exploit the weaknesses of an organisational paradigm that has been dominant since the industrial revolution. The conceptual response to these challenges is a new type of command and control organisation called Network Enabled Capability (NEC). Although developed independently, NEC exhibits a high degree of overlap with concepts derived from sociotechnical systems theory, a fact that this paper aims to explore more fully. Uniquely, what sociotechnical theory brings to NEC research is a successful 50 year legacy in the application of open systems principles to commercial organisations. This track record is something that NEC research currently lacks. The paper reviews the twin concepts of NEC and sociotechnical systems theory, the underlying motivation behind the adoption of open systems thinking, a review of classic sociotechnical studies and the current state of the art. It is argued that ‘classic’ sociotechnical systems theory has much to offer ‘new’ command and control paradigms. The principles of sociotechnical systems theory align it exceptionally well with the challenges of modern organisational design. It is also reflective of a wider paradigm shift in ergonomics theory away from ‘industrial age’ modes of thought to systems-based ‘information age’ thinking.