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Appendix 3  Attention, Vigilance, Fatigue, Stress and Workload Management
1 Introduction
These subjects have been grouped together because they all deal with 'readiness to cope' in some sense, in terms of an individual's physical and mental ability to cope with work demands, and how he manages those work demands. The ideal would be for flight crew to be at peak fitness and alertness all the time, and to be able to manage the workload such that work demands never exceed ability to cope. However, life isn't like that, and there are times when individuals are fatigued, or stressed, and workload sometimes exceeds ability to cope. CRM aims to help flight crew to plan their workload as far as they are able, making best use of the team, and taking into account the fact that some individuals may be performing below peak levels (e.g. due to fatigue, etc.). It is also important for managers to be aware of such human performance issue when planning, e.g. rosters.
Fatigue will only be addressed in terms of the basic theory, and this document will not address flight time limitations and fatigue. However, references are provided at the end of the Appendix for those wishing to obtain further information.

2 Arousal and Workload
Arousal in its most general sense, refers to readiness of a person for performing work. To achieve an optimum level of task performance, it is necessary to have a certain level of stimulation or arousal. This level of stimulation or arousal varies from person to person. There are people who are overloaded by having to do more than one task at a time; on the other hand there are people who appear to thrive on stress, being happy to take on more and more work or challenges.
At low levels of arousal, our attentional mechanisms will not be particularly active and our performance capability will be low (complacency and boredom can result). At the other end of the curve, performance deteriorates when arousal becomes too high. To a certain extent, this is because we are forced to shed tasks and focus on key information only (called narrowing of attention). Best task performance occurs somewhere in the middle.
In the work place, arousal is mainly effected by stimulation due to work tasks. However, surrounding environmental factors such as noise may also influence the level of arousal.
2.1 Workload - Overload and Underload
A certain amount of stimulation is beneficial, but too much stimulation can lead to stress or over-commitment in terms of time. It is noteworthy that too little stimulation can also be a problem.

2.2 Factors Determining Workload
The tasks involved in operating an aircraft usually follow a fairly standard pattern and order, some of which is under the control of the flight crew, and some of which is outside their contriol. It is more difficult to assess how that work translates into workload.
As noted in the Appendix on information processing, humans have limited mental capacity to deal with information. We are also limited physically, in terms of visual acuity, strength, dexterity and so on. Thus, workload reflects the degree to which the demands of the work we have to do eats into our mental and physical capacities. Workload is subjective (i.e. experienced differently by different people) and is affected by:
　
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