Strategies for designing distributed systems: case studies in the design of an air traffic management system

The air traffic management system in the USA is an example of a distributed problem-solving system. It has elements of both cooperative and competitive problem-solving. It includes complex organizations such as Flight Operations Centers, the FAA Air Traffic Control Systems Command Center (ATCSCC), and traffic management units at en route centers that focus on daily strategic planning, as well as individuals concerned more with immediate tactical decisions (such as air traffic controllers and pilots). The design of 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. Within this distributed architecture, a number of different conceptual approaches have been applied to deal with cognitive complexity and to provide redundancy. These approaches can be characterized in terms of the strategy for distributing: (1) control or responsibility, (2) knowledge or expertise, (3) access to data, (4) processing capacity, and (5) goals and priorities. This paper will provide an abstract characterization of these alternative strategies for distributing work in terms of these 5 dimensions, and will illustrate and evaluate their effectiveness in terms of concrete realizations found within the National Airspace System.