Chapter 3 showed how people’s goals, knowledge, and attention are created, in©uenced, and enacted in the environment in which they work. Remember that this is the original human factors commitment: understanding the relationship between the success and failure of human work on the one hand and the settings in which that work is carried out on the other. That relationship is not haphazard or random; there are systematic connections between human performance and features of people’s tools, tasks, and organizational settings. In©uencing the way in which work, equipment, or an organization is designed will have consequences for the expression of people’s error and expertise.