Cognitive diversity and team performance in a complex multiple task environment

This article examines the multiple effects of cognitive diversity in teams operating complex human-machine-systems. The study employed a PC-based multiple-task environment, called the Cabin Air Management System, which models a process control task in the operational context of a spacecraft's life support system. Two types of cognitive diversity were examined: system understanding and team specialization. System understanding referred to the depth of understanding team members were given during training (low-level procedure-oriented vs. high level knowledge-oriented training). Team specialization referred to the degree to which knowledge about system fault scenarios was distributed between team members (specialized vs. non-specialized). A total of 72 participants took part in the study. After having received 4.5 h of training on an individual basis, participants completed a 1-h experimental session, in which they worked in two-person teams on a series of fault scenarios of varying difficulty. Measures were taken of primary and secondary task performance, system intervention and information sampling strategies, system knowledge, subjective operator state, communication patterns and conflict. The results provided evidence for the benefits of cognitive diversity with regard to system understanding. This manifested itself in better primary task performance and more efficient manual system control. No advantages were found for cognitive diversity with regard to specialization. There was no effect of cognitive diversity on intra-team conflict, with conflict levels generally being very low. The article concludes with a discussion of the implications of the findings for the engineering of cognitive diversity in teams operating complex human-machine-systems.     

Dynamic resource allocation for exploitation and exploration with ambidexterity: Logical mechanism and simulations

Strategy and organizational theorists have emphasized the importance of balancing exploitation and exploration for organizations’ sustainable success in regards to organizational learning and adaptation. However, few researchers have addressed the mechanisms or criteria in regards to an organization’s resource allocation for exploitation and exploration with an ambidextrous balance, although previous researchers agree that exploitation and exploration are important for organizational success and that a balance between the two should be achieved in order to obtain sustainable competitiveness. The main purpose of this research is to make a logical argument on how team creativity evolves from the creativity revelation processes through knowledge creation by balancing exploitation and exploration. Specifically, this research presents a new logical mechanism to allocate a team’s limited resources to exploitation and exploration, keeping a balance between the two activities. We prove the validity of the proposed logical mechanism by conducting longitudinal simulations.     

Evolving team behaviours in environments of varying difficulty

This paper investigates how varying the difficulty of the environment can affect the evolution of team behaviour in a combative game setting. The difficulty of the environment is altered by varying the perceptual capabilities of the agents in the game. The behaviours of the agents are evolved using a genetic program. These experiments show that the level of difficulty of the environment does have an impact on the evolvability of effective team behaviours; i.e. simpler environments are more conducive to the evolution of effective team behaviours than more difficult environments. In addition, the experiments show that no one best solution from any environment is optimal for all environments.     

A preliminary investigation of information systems team structures

Productivity in the information age is widely perceived to be a major organizational problem. One strategy for enhancing organizational productivity has been the use of task teams. Assignment to task teams is usually based on individual technical expertise, individual availability, and/or positional politics rather than on the effectiveness of the team members in the specific organizational situation. This paper investigations characteristics of team members and then examines the effect of these characteristics and the requirements of the organizational task on team effectiveness.The findings indicate that the perceptual types of team members and the task structure impacts team effectiveness. It lends evidence that heterogeneity of perceptual types is best for solving unstructured tasks whereas heterogeneity can be counter-productive when solving structured tasks. It also suggests that one team might not be appropriate for all stages of a project. As the structure of the tasks change, the optimum team composition might also change.     

Operationalizing emotional intelligence for team performance

This study explores the gaps in research on the link between emotional intelligence (EI) and team performance with respect to operationalizations (i.e., mean, standard deviation, maximum, minimum, and proportion). The concept of EI is not new, nor revolutionary for predicting job performance. Studies use disparate psychometric measurements and environments that obscure relationships between metrics and team performance. Student engineers (n = 294) were combined into 185 teams in a reoccurring course and analyzed using an exhaustive best subset regression technique that yields equations pertaining to the EI scales and their operationalizations to team performance. Operationalizations of EI matter towards an effective understanding of its relationship to team performance. All aggregation methods related to team performance for one or more EI main scales, excluding Interpersonal Skills and General Mood. Differences were noted between operationalizations and direction of significant EI main scales, suggesting that further exploration is required. Future researchers should consider (1) expanding operationalizations of EI to include standard deviations, maximums, minimums, and proportions to relate to team performance; (2) separating and exploring EI analyses based on task types; and (3) that the potential for EI predicting team performance exists but with limitations in an engineering context.Relevance to IndustryThis research can aid managers on the relative importance of emotional intelligence in team performance. Although relationships are complex from various EI scales to predicting team performance, such information can assist the managerial and human systems communities by clarifying previously undefined nuances present in other psychometric literature.     

Mediating team effectiveness in the context of collaborative learning: The importance of team and task awareness

Learning teams in higher education executing a collaborative assignment are not always effective. To remedy this, there is a need to determine and understand the variables that influence team effectiveness. This study aimed at developing a conceptual framework, based on research in various contexts on team effectiveness and specifically team and task awareness. Core aspects of the framework were tested to establish its value for future experiments on influencing team effectiveness. Results confirmed the importance of shared mental models, and to some extent mutual performance monitoring for learning teams to become effective, but also of interpersonal trust as being conditional for building adequate shared mental models. Apart from the importance of team and task awareness for team effectiveness it showed that learning teams in higher education tend to be pragmatic by focusing primarily on task aspects of performance and not team aspects. Further steps have to be taken to validate this conceptual framework on team effectiveness.     

Effects of task complexity on individual creativity through knowledge interaction: A comparison of temporary and permanent teams

Using the interactionist’s perspective of creativity, this paper proposes a new research model of creativity manifestation to explore how factors affecting individual creativity depend on team characteristics. We investigated the antecedents of creativity in the literature—task complexity, team member exchange, and knowledge sharing—and then examined the relationships and differences between temporary and permanent teams. To maximize practical implications, we studied two team types like project task force (PTF) and research and development (R&D) teams in the Information and Communication Technology (ICT) industry in Korea, where strong creativity is required for team performance. PTF teams operate with a clear mission to be completed on a deadline, while R&D teams create scientific enhancements for existing products. The proposed structural model was tested empirically with cross-sectional data from 289 professionals from the two team types. Results indicated that, in the case of PTF teams, task complexity had an indirect relationship with individual complexity through knowledge interaction among team members, while for R&D teams, task complexity was directly associated with individual creativity, and indirectly associated with the creativity through team member exchange. Thus, team characteristics must be considered together with task complexity and knowledge interactions in order to achieve team goals more effectively by maximizing each member’s creativity.     

Cognitive diversity and team performance in a complex multiple task environment

This article examines the multiple effects of cognitive diversity in teams operating complex human-machine-systems. The study employed a PC-based multiple-task environment, called the Cabin Air Management System, which models a process control task in the operational context of a spacecraft's life support system. Two types of cognitive diversity were examined: system understanding and team specialization. System understanding referred to the depth of understanding team members were given during training (low-level procedure-oriented vs. high level knowledge-oriented training). Team specialization referred to the degree to which knowledge about system fault scenarios was distributed between team members (specialized vs. non-specialized). A total of 72 participants took part in the study. After having received 4.5 h of training on an individual basis, participants completed a 1-h experimental session, in which they worked in two-person teams on a series of fault scenarios of varying difficulty. Measures were taken of primary and secondary task performance, system intervention and information sampling strategies, system knowledge, subjective operator state, communication patterns and conflict. The results provided evidence for the benefits of cognitive diversity with regard to system understanding. This manifested itself in better primary task performance and more efficient manual system control. No advantages were found for cognitive diversity with regard to specialization. There was no effect of cognitive diversity on intra-team conflict, with conflict levels generally being very low. The article concludes with a discussion of the implications of the findings for the engineering of cognitive diversity in teams operating complex human-machine-systems.     

Boosting the confidence of new product development teams: The role of team boundary spanning,team size and functional diversity

In today's highly interconnected, uncertain and dynamic business environment, team boundary spanning has become an important determinant of the performance of new product development (NPD) projects. Despite the positive evidence supporting the use of boundary spanning activities by NPD teams, little is still known about how boundary spanning teams become high-performance teams. The current study advances research on this subject by examining the mediating effect of team potency on the relationship between team boundary spanning and new product performance, as well as the moderating effects of team size and functional diversity on the relationship between team boundary spanning and team potency. Data from a time-lagged survey study of 140 NPD projects found that team boundary spanning can promote team potency that, in turn, results in greater new product quality and new product creativity. The positive effect of team boundary spanning on team potency was found to be more pronounced for NPD teams of medium size and high levels of functional diversity.     

New product development team intelligence: Antecedents and consequences

Our study investigated the effect of team knowledge on new product development (NPD). By investigating 207 NPD projects, we found that the declarative and procedural knowledge of the team and their use of IT had a positive influence on the team's knowledge base; and that the higher the functional diversity of the project team, the greater their overall knowledge. We also found that team knowledge positively impacted new product creativity and success in the market place.     

The process of team communication in multi-cultural contexts: An empirical study using Bales’ interaction process analysis (IPA)

The main goal of the present study was to empirically investigate the manner in which cultural diversity and communication mode affect team communication process. Two independent variables were manipulated in the study: (1) cultural diversity (homogeneous versus heterogeneous); and (2) communication mode (face-to-face versus computer-mediated communication). Team members’ communication exchanges were measured by using Bales’ interaction process analysis (IPA) that divides the function (as opposed to the topical content) of communication during group discussion into either task-related or socio-emotional contributions at two-levels: communication profile and functional area. Results of this study indicated homogeneous teams used more showing agreement, giving opinions, and showing tension communication patterns compared to heterogeneous teams. Additionally, when considering the higher-level functional areas, teams using face-to-face (FTF) communication strategies were characterized by greater positive socio-emotional communication, more attempted answers, more questions, and more frequent negative socio-emotional communications. The results of the present study also suggested that the impact of communication mode on team communication varies by the level of diversity within the team. The outcomes of this research should have a broad impact on the management of a multi-cultural team, a task-oriented team consisting of people with different national cultures. Relevance to industry: Results of the present study should provide valuable insights into the ways in which cultural diversity and communication mode influence the communication mechanisms which take place among members during team interaction.     

Are team personality and climate related to satisfaction and software quality? Aggregating results from a twice replicated experiment

ContextResearch into software engineering teams focuses on human and social team factors. Social psychology deals with the study of team formation and has found that personality factors and group processes such as team climate are related to team effectiveness. However, there are only a handful of empirical studies dealing with personality and team climate and their relationship to software development team effectiveness.ObjectiveWe present aggregate results of a twice replicated quasi-experiment that evaluates the relationships between personality, team climate, product quality and satisfaction in software development teams.MethodOur experimental study measures the personalities of team members based on the Big Five personality traits (openness, conscientiousness, extraversion, agreeableness, neuroticism) and team climate factors (participative safety, support for innovation, team vision and task orientation) preferences and perceptions. We aggregate the results of the three studies through a meta-analysis of correlations. The study was conducted with students.ResultsThe aggregation of results from the baseline experiment and two replications corroborates the following findings. There is a positive relationship between all four climate factors and satisfaction in software development teams. Teams whose members score highest for the agreeableness personality factor have the highest satisfaction levels. The results unveil a significant positive correlation between the extraversion personality factor and software product quality. High participative safety and task orientation climate perceptions are significantly related to quality.ConclusionsFirst, more efficient software development teams can be formed heeding personality factors like agreeableness and extraversion. Second, the team climate generated in software development teams should be monitored for team member satisfaction. Finally, aspects like people feeling safe giving their opinions or encouraging team members to work hard at their job can have an impact on software quality. Software project managers can take advantage of these factors to promote developer satisfaction and improve the resulting product.     

Stimulating the Potential: Creative Performance and Communication in Innovation Teams

Creativity is essential to successful new product development efforts. Teams constitute the organizing principle in most modern innovation activities. Although creativity research has revealed many factors influencing individual creativity, little is known about how team‐level creativity is determined. Since the creative innovation task requires teams to combine and integrate input from multiple team members, the team's communication pattern is an important determinant of team creativity. Based on a sample of 44 NPD teams in eleven companies, this study examines the effects of team‐member communication on team creativity. It is found that both interaction frequency and subgroup‐formation of communication have a negative relationship to team creativity. Theoretical and practical implications are discussed, and further research is indicated.     

Human-systems interaction for virtual environment team training

Virtual environments are increasingly used to support collaborative activities and distance learning. However, few are designed to support students, instructors and simulations in multi-participant team training. This paper describes the Training Studio, a system for authoring, delivering and evaluating multi-participant team training in an immersed virtual environment. The Training Studio focuses on human-systems interaction, allowing multiple students to learn and perform team tasks. The Training Studio supports collaborative learning for either single or multi-participant activity. This is accomplished through the use of agents which are assigned to students to act as personal mentors or missing team members. Conducting team training within a virtual environment introduces complexities and issues unique to team training and multiple-participant virtual environments. This paper describes our approach to virtual environment team training, discussing issues confronted and resulting design considerations and implementations.     

Fluctuations of the experience of togetherness within the team over time: task-cohesion and shared understanding throughout a sporting regular season

Abstract

Based on a diagnosis action research design, the present study assessed the fluctuations of the team experience of togetherness. Reported experiences of 12 basketball team members playing in the under-18 years old national championship were studied during a four-month training and competitive period. Time series analysis (Auto-Regressive Integrated Moving Average procedures) served to describe temporal properties of the way in which the fluctuations of task-cohesion and shared understanding were step-by-step experienced over time, respectively. Correlations, running-correlations and cross-lagged correlations were used to describe the temporal links that governed the relationships between both phenomena. The results indicated that the task-cohesion dimensions differed mainly for shared understanding dynamics in that their time fluctuations were not embedded in external events, and that the variations in shared understanding tend to precede ‘individual attractions to the task’ variations with seven team practical sessions. This study argues for further investigation of how ‘togetherness’ is experienced alternatively as a feeling of cohesion or shared understanding.

Practitioner Summary: The present action research study investigated the experience that the team members have to share information during practice, and the subsequent benefices on team cohesion. Results call for specific interventions that make team members accept the fluctuating nature of team phenomena, to help them maintaining their daily efforts.     

Sharing your view: A distributed user interface approach for reviewing emergency plans

Emergency planning is an ongoing activity in which a multidisciplinary group of experts intermittently collaborate to define the most appropriate response to risks. One of the most important tasks of emergency planning is the review of plans as a way of maintaining, refining, and improving them. This review of plans is based on exchanging knowledge and experiences in order to take into account different perspectives and generate alternative solutions. An exploratory case study carried out within municipal organizations has disclosed how the application of rigid plan reviewing practices hinders team creativity and, consequently, effective decision-making. This paper presents a computer-based collaborative environment aimed at supporting unstructured team discussion during the post-hoc review of emergency plan. This collaborative environment allows emergency planning team members to share their view in a free manner by interacting with user interface components distributed across several input and output dimensions. The usage of the environment has proved how the application of new interactive technologies can create more dynamic work settings, fostering team creativity.     

Effects of chemical protective equipment on team process performance in small unit rescue operations

In the event of a nuclear, biological, or chemical terrorist attack against civilians, both military and civilian emergency response teams must be able to respond and operate efficiently while wearing protective equipment. Chemical protective equipment protects the user by providing a barrier between the individual and hazardous environment. Unfortunately, the same equipment that is designed to support the user can potentially cause heat stress, reduced task efficiency, and reduced range-of-motion. Targeted Acceptable Responses to Generated Events of Tasks (TARGETS), an event-based team performance measurement methodology was used to investigate the effects of Mission Oriented Protective Posture (MOPP) on the behavioral processes underlying team performance during simulated rescue tasks. In addition, this study determined which team processes were related to team performance outcomes. Results of six primary analyses indicated that team process performance was not degraded by MOPP 4 on any rescue task and that the team processes critical for successful task performance are task-dependent. This article discusses the implications of these results with respect to the study design and the limitations of using an event-based team performance measurement methodology.     

Supporting the instructional design process for team training

Conducting team training is daily business for the military. Designing team training programs and exercises, however, is not always that structured. Instructional designers are in fact trained to design instruction primarily for individuals. After their instructional design course, they learn to design team training more or less on the job. This process may be improved by offering these instructional designers adequate support. During three design-experiments, we developed and tested guidelines and a workshop supporting the analysis of team tasks and the design of team training scenarios. For the first (task analysis) and second (scenario design) experiment, two versions of guidelines were developed: an experimental version with an explicit focus on team aspects, and a control version in which this specific focus was absent, resembling traditional guidelines. The results of the first design-experiment show that the experimental guidelines lead to a significantly better quality of the analysis process; the results of the second design-experiment show no significant effects. The purpose of the third design-experiment was to investigate the effect of a more elaborate introduction (an interactive workshop) of both sets of experimental guidelines. The results show that only on topics that were explicitly dealt with, the analysis and design process improved.     

A field study of team working in a new human supervisory control system

This paper presents a case study of an investigation into team behaviour in an energy distribution company. The main aim was to investigate the impact of major changes in the company on system performance, comprising human and technical elements. A socio-technical systems approach was adopted. There were main differences between the teams investigated in the study: the time of year each control room was studied (i.e. summer or winter), the stage of development each team was in (i.e. < 3 months or > 10 months), and the team structure (i.e. hierarchical or heterarchical). In all other respects the control rooms were the same: employing the same technology and within the same organization. The main findings were: the teams studied in the winter months were engaged in more ‘planning’ and ‘awareness’ type of activities than those studies in the summer months. Newer teams seem to be engaged in more sharing of information than older teams, which may be indicative of the development process. One of the hierarchical teams was engaged in more ‘system-driven’ activities than the heterarchical team studied at the same time of year. Finally, in general, the heterarchical team perceived a greater degree of team working culture than its hierarchical counterparts. This applied research project confirms findings from laboratory research and emphasizes the importance of involving ergonomics in the design of team working in human supervisory control.     

An inference method of team situation awareness based on mutual awareness

Team situation awareness (TSA) is a critical contributing factor in establishing collaborative relations among team members involved in cooperative activity. Currently, however, there is still a lack of a clearly understandable and commonly agreeable model of TSA. To resolve misunderstanding or conflict among team members or between a team and machines, our research aim is to find out the underlying mechanism of TSA that reflects team cognitive process in a way consistent with team cooperative activity, and to focus on how to achieve mutual understanding, and how to effectively incorporate human teams into a socio-technological system. In this paper, we argue that earlier models of TSA, where TSA was discussed as the intersection of situation awareness (SA) owned by individual team members, are inadequate for study of a sophisticated team reciprocal process. We suggest that it is necessary for the definition of TSA to integrate the notion of individual SA (ISA) into cooperative team activity. In particular, understanding of mutual awareness is an essential element in cooperative activity. We propose a new notion of TSA, which is reducible to mutual beliefs as well as ISA at three levels. Further, we develop an operational TSA inference method and discuss human competence and system-related factors that are required to build TSA. We then try to demonstrate how TSA is actively constructed via inferencing practices. We also develop criteria to assess appropriateness of TSA from two aspects: soundness and completeness of mutual beliefs. Comparison of evaluation results indicates that the notion of TSA proposed in this work is more suitable to depict team cooperative activity than conventional ones.