ABSTRACT
This chapter reviews critically the nature of SA and discusses evidence from the process control domain that it involves situation specific phenomena. Despite the vast literature concerning SA uncertainty still exists concerning the status of SA as a construct and whether it should be conceptualized as psychological in nature. It is argued, in context of both individual and team SA, that it is useful to conceptualize SA as the product of successfully accomplishing an important yet specific task. This argument is developed in the context of the processes versus the products of achieving awareness and whether SA can be conceptualized as a cause of error. Evidence is discussed from both theoretical and practical perspectives that suggest the situation specific nature of SA. Relevant literature from cognitive psychology is cited and Newell and Simon's model of problem solving is adapted to explain potential SA problems that may develop in nuclear control room teams. In particular, operators' interactions, sometimes involving procedures, not only with a complex interface but also with colleagues provide many opportunities for error, including lack of awareness. Some nuclear incidents are discussed in terms of their SA problems and the extent that they depend on specific contextual details. Some studies that experimentally investigate the SA of control room teams are discussed. Empirical evidence is cited concerning the lack of intra-and inter-team consistency of SA. In addition, qualitative data are discussed from process tracing of operators' problem solving during unusual simulated events, together with how training can be designed to switch representations, thus facilitating awareness and successful diagnosis.
