From crisis to development--analysis of air traffic control work processes

In this study an intervention to improve work processes in air traffic control (ATC) is evaluated. The background was the Finnish air traffic controllers' strike of 1999. The old ways of thinking and acting did not support development of ATC prompting a need for a new kind of working culture in the organisation. Several actions were started. In one of these, ATC work processes were modelled by personnel and development plans concerning work were delivered to top management. Different actors (management, trade union, stakeholders) were interviewed before (n=16) and after the project (n=7). The intervention supported systematic co-operation between different actors in the organisation. However, a follow-up revealed that only a few participants had adopted the idea of continuous work development. Mastery of human factors is crucial in a high reliability work environment such as ATC. But how is the analytical and co-operative aspect kept alive in an organisation that is run by strict international regulation and has a strong technical competence, but is not that strong in collaborative and human aspects?