Alternative Architectures for Distributed Cooperative Problem-Solving in the National Airspace System

The air traffic management system in the United States is an example of a distributed problem solving system. It has elements of both cooperative and competitive problem-solving. This system includes complex organizations such as Airline Operations Centers (AOCs), the FAA Air Traffic Control Systems Command Center (ATCSCC), and traffic management units (TMUs) at enroute centers and TRACONs, all of which have a major focus on strategic decision-making. It also includes individuals concerned more with tactical decisions (such as air traffic controllers and pilots). The architecture for this system has evolved over time to rely heavily on the distribution of tasks and control authority in order to keep cognitive complexity manageable for any one individual operator, and to provide redundancy (both human and technological) to serve as a safety net to catch the slips or mistakes that any one person or entity might make. Currently, major changes are being considered for this architecture, especially with respect to the locus of control, in an effort to improve efficiency and safety. This paper uses a series of case studies to help evaluate some of these changes from the perspective of system complexity, and to point out possible alternative approaches that might be taken to improve system performance. The paper illustrates the need to maintain a clear understanding of what is required to assure a high level of performance when alternative system architectures and decompositions are developed.