ABSTRACT
The cognitive functions of controllers constitute a vital capability of organizations in managing critical operations. Their work at the sharp-end corresponds to the first-order performance of organizations which deals with work adaptations to situational demands. The danger of focusing only on first-order performance is that systemic causes at higher organizational levels may be hindered by successful work at the sharp-end. For instance, controllers may adapt their practices to cope with degraded system functionalities; however, if the systemic causes are not recovered, there is a risk that controllers may fail to ‘save the day’ in other circumstances. Ensuring that the right organizational processes, resources and policies are in place is taken care by a second-order performance loop that provides support to people at the sharp-end. In the same way, organizational processes are affected by interactions across organizations (e.g., ANSPs, airlines and airports) and by the overall regulatory framework (e.g., ICAO, EASA, and EU). This is a third-order performance loop that has many subtle interactions with the other two loops within the organization. This chapter presents three different organizational models that affect the performance of practitioners and hence, the efficiency and safety of operations.
