Automatic generation of communication and teamwork within multi-agent teams

Teamwork and communication are two important processes within multi-agent systems designed to act in a coherent and coordinated manner. Modeling teamwork involves interleaving steps within shared plans that will allow agents to work together towards common goals. These steps involve reasoning about roles, responsibilities, and joint-intentions in order to coordinate activity amongst individuals. Communication facilitates teamwork. There are various complex forms of communication such as synchronization, coordination, and cooperation that allow for members of teams to use teamwork to their advantage. Explicitly defining every possible communication point within a team plan is too cumbersome and inflexible. In this paper, we describe a method to automatically decompose a team plan into a collection of individual agent plans, inserting all of the necessary communication points needed to properly generate coordinated behavior. This approach could be used to more accurately and easily model teamwork in multi-agent systems.     

Speech acts, communication problems, and fighter pilot team performance

Two aspects of team communication, speech acts and communication problems, and their relation to team performance in a team air combat simulator were studied. The purpose was to enhance the understanding of how team performance is related to team communication. Ten Swedish fighter pilots and four fighter controllers of varying experience participated. Data were collected during fighter simulator training involving four pilots and one fighter controller in each of two teams. Speech acts were collapsed over seven categories and communication problems over five categories. Communication was studied from two perspectives: critical situation outcome and mission outcome. Some problems were closely related to particular speech acts. Speech act frequency, especially meta-communications and tactics, was highest when winning. However, the timing of tactics in critical situations needs further research. Communication problem frequency was highest for runs which ended equally. The most common problem was simultaneous speech, possibly because of the simulator radio system. The number of speech acts was related to enhanced performance but in a complex manner. Thus in order to work efficiently team members need to communicate, but to communicate sufficiently and at appropriate times. This work has applications for fighter pilot and controller team training and the development of communication standards.     

Science of Scientific Team Science: A survey

Scientific teamwork collaboration is an integral element of the scientific process that often leads to significant findings. Systematic analysis of scientific teamwork collaboration continues to influence both the advance in science and knowledge production. This paper presents an overview of Science of Scientific Team Science (SSTS). SSTS explores the behaviors and attributes of teamwork and team-based collaboration specific to scientific teams from the perspective of quantitative analysis, which refers to a branch of science that analyzes and discovers scientific collaboration patterns inter- or extra-team. Aiming at assisting scientific team formation, improving collaboration environment, evaluating team performance, and fostering collaborative behaviors, this survey presents an overview in SSTS. Theoretical background of SSTS at different team development stages has been discussed. In addition, three classifications of SSTS, including interdisciplinary, multidisciplinary, and transdisciplinary research approaches have been investigated. Their associated similarities and differences, challenges and benefits, are also examined. This paper also summarizes web-based tools that enhance one’s understanding and opinion of SSTS. Key technologies and open issues are then discussed. The association among scientific collaboration, scientific teamwork, SSTS, and cross-disciplinary research gives rise to critical implications for scholars who wish to employ and invest in those issues.     

Embedding robotic surgery into routine practice and impacts on communication and decision making: a review of the experience of surgical teams

While an increasing number of healthcare providers are purchasing surgical robots because of anticipated improvements in patient outcomes, their implementation into practice is highly variable. In robotic surgery, the surgeon is physically separated from the patient and the rest of the team with the potential to impact communication and decision making in the operating theatre and subsequently patient safety. Drawing on the approach of realist evaluation, in this article we review reports of the experience of surgical teams that have introduced robotic surgery to identify how and in what contexts robotic surgery is successfully integrated into practice and how and in what contexts it affects communication and decision making. Our analysis indicates that, while robotic surgery might bring about a number of benefits, it also creates new challenges. Robotic surgery is associated with increased operation duration, which has implications for patient safety, but strategies to reduce it can be effective with appropriate support from hospital administration and nursing management. The separation of the surgeon from the team can compromise communication but may be overcome through use of standardised communication. While surgeon situation awareness may be affected by the separation, the ergonomic benefits of robotic surgery may reduce stress and tiredness and enhance surgeon decision making. Our review adds to the existing literature by revealing strategies to support the introduction of robotic surgery and contextual factors that need to be in place for these to be effective.     

Team workload: Review and conceptualization

Since many tasks are performed through teamwork, team workload becomes a highly concerned issue over time. However, there is still conceptual confusion. The purpose of this paper is to provide a clear and systematic model of the team workload. From the view of resource requirement, system, and interaction perspectives, models and conceptual framework of the team workload are summarized. With a broad perspective, a nominal definition of team workload is proposed as the total effort spent for processes involved in the execution of team tasks. Subsequently, the components and indicators of teamwork are identified from various team processes. This paper constructs team workload in four dimensions, task-focused activities, task-induced team activities, situational response, and team maintenance and development. Finally, the proposed model is compared with the existing models.     

QoS-aware roadside base station assisted routing in vehicular networks

The transmission technology for intelligent transportation systems can be typically classified into two categories, namely, road-to-vehicle communication (RVC) and inter-vehicle communication (IVC). RVCs perform the information communication service offer from road to vehicle whereas the IVCs perform the information communication through vehicles. This work proposes quality of service (QoS)-aware roadside base station assisted routing mechanisms to establish a routing path in IVC with the assistance of roadside base station. A link failure prevention mechanism is employed to effectively construct alternative routing path required by the volatile network topology in vehicular Ad hoc networks. Besides, a bandwidth consumption predictor is presented to avoid dropping packets owing to inadequate bandwidth during handoffs. A neural network with fast learning algorithm is adopted as the core module for estimating the parameters used in the proposed schemes. Simulation results demonstrate the effectiveness and feasibility of the proposed work.     

Preparing to work in the virtual organization

Forming virtual organizations (VOs) is a new workplace strategy that is also needed to prepare information, technology, and knowledge workers for functioning well in inter-organizational teams. University information studies programs can simulate VOs in courses and teach certain skill sets that are needed in VO work: critical thinking, analytical methods, ethical problem solving, stakeholder analysis, and writing policy are among the needed skills and abilities. Simulated virtual teams allow participants to learn to trust team members and to understand how communication and product development can work effectively in a virtual workspace. It is hoped that some of these methods could be employed in corporate training programs also.In an innovative course, inter-university VOs were created to develop information products. Groups in four geographically dispersed universities cooperated in the project; at its conclusion, students answered a self-administered survey about their experience. Each team’s success or difficulties were apparently closely related to issues of trust in the team process. Access to and ease of communication tools also played a role in the participants’ perceptions of the learning experience and teamwork.     

Towards Flexible Teamwork in Persistent Teams: Extended Report

Teamwork is a critical capability in multi-agent environments. Many such environments mandate that the agents and agent-teams must be persistent i.e., exist over long periods of time. Agents in such persistent teams are bound together by their long-term common interests and goals. This paper focuses on flexible teamwork in such persistent teams. Unfortunately, while previous work has investigated flexible teamwork, persistent teams remain unexplored. For flexible teamwork, one promising approach that has emerged is model-based, i.e., providing agents with general models of teamwork that explicitly specify their commitments in teamwork. Such models enable agents to autonomously reason about coordination. Unfortunately, for persistent teams, such models may lead to coordination and communication actions that while locally optimal, are highly problematic for the team's long-term goals. We present a decision-theoretic technique based on Markov decision processes to enable persistent teams to overcome such limitations of the model-based approach. In particular, agents reason about expected team utilities of future team states that are projected to result from actions recommended by the teamwork model, as well as lower-cost (or higher-cost) variations on these actions. To accommodate real-time constraints, this reasoning is done in an any-time fashion. Implemented examples from an analytic search tree and some real-world domains are presented.     

Social psychophysiological compliance in a four-person research team

A continuous, non-invasive and objective measure of teamwork effectiveness could be very useful to the human factors design community. Social psychophysiological compliance (SPC), estimated by scoring the extent that heart rate variation was synchronous across team members, was explored as a predictor of teamwork effectiveness during 20 real planning meetings over a 6-month period. Speech activity and heart rate variability of all four (2 male, 2 female) team members were continuously monitored. Exploratory analyses tested if team member ratings of various aspects of teamwork effectiveness were predicted by SPC scored (1) over whole meetings, (2) during one team member's speech, (3) during periods in which two team members spoke in sequence or (4) over 30-s periods and averaging highest values. SPC during periods of sequential speech negatively predicted team members' ratings of Team productivity, Quality of communication, and Ability to work together. SPC shows potential as an objective, non-invasive means to monitor teamwork effectiveness but this relationship warrants further investigation and replication before use in ergonomics applications.     

Caramba—A Process-Aware Collaboration System Supporting Ad hoc and Collaborative Processes in Virtual Teams

Organizations increasingly define many business processes as projects executed by virtual (project) teams, where team members from within an organization cooperate with outside experts. Virtual teams require and enable people to collaborate across geographical distance and professional (organizational) boundaries and have a somewhat stable team configuration with roles and responsibilities assigned to team members. Different people, coming from different organizations will have their own preferences and experiences and cannot be expected to undergo a long learning cycle before participating in team activities. Thus, efficient communication, coordination, and process-aware collaboration remain a fundamental challenge. In this paper we discuss the current shortcomings of approaches in the light of virtual teamwork (mainly Workflow, Groupware, and Project Management) based on models and underlying metaphors. Furthermore, we present a novel approach for virtual teamwork by tightly integrating all associations between processes, artifacts, and resources. In this paper we analyze (a) the relevant criteria for process-aware collaboration system metaphors, (b) coordination models and constructs for organizational structures of virtual teams as well as for ad hoc and collaborative processes composed out of tasks, and (c) architectural considerations as well as design and implementation issues for an integrated process-aware collaboration system for virtual teams on the Internet.     

Perceived barriers to effective knowledge sharing in agile software teams

While the literature offers several frameworks that explain barriers to knowledge sharing within software development teams, little is known about differences in how team members perceive these barriers. Based on an in‐depth multi‐case study of four software projects, we investigate how project managers, developers, testers and user representatives think about barriers to effective knowledge sharing in agile development. Adapting comparative causal mapping, we constructed causal maps for each of the four roles and identified overlap and divergence in map constructs and causal linkages. The results indicate that despite certain similarities, the four roles differ in how they perceive and emphasize knowledge‐sharing barriers. The project managers put primary emphasis on project setting barriers, while the primary concern of developers, testers and user representatives were project communication, project organization and team capabilities barriers, respectively. Integrating the four causal maps and the agile literature, we propose a conceptual framework with seven types of knowledge‐sharing barriers and 37 specific barriers. We argue that to bridge communication gaps and create shared understanding in software teams, it is critical to take the revealed concerns of different roles into account. We conclude by discussing our findings in relation to knowledge sharing in agile teams and software teams more generally.     

Using team cognitive work analysis to reveal healthcare team interactions in a birthing unit

Cognitive work analysis (CWA) as an analytical approach for examining complex sociotechnical systems has shown success in modelling the work of single operators. The CWA approach incorporates social and team interactions, but a more explicit analysis of team aspects can reveal more information for systems design. In this paper, Team CWA is explored to understand teamwork within a birthing unit at a hospital. Team CWA models are derived from theories and models of teamwork and leverage the existing CWA approaches to analyse team interactions. Team CWA is explained and contrasted with prior approaches to CWA. Team CWA does not replace CWA, but supplements traditional CWA to more easily reveal team information. As a result, Team CWA may be a useful approach to enhance CWA in complex environments where effective teamwork is required.

Practitioner Summary: This paper looks at ways of analysing cognitive work in healthcare teams. Team Cognitive Work Analysis, when used to supplement traditional Cognitive Work Analysis, revealed more team information than traditional Cognitive Work Analysis. Team Cognitive Work Analysis should be considered when studying teams.     

Internal and contextual factors, knowledge processes and performance: From the Chinese provider’s perspective

This paper explores the influences of two internal factors, i.e. supplier team’s IT-based skills and communication with client’s team, and two contextual factors, i.e. supplier team’s understanding of client’s culture and collaboration with client’s team, on knowledge processes and performance in global sourcing of IT services from the Chinese provider’s perspective. Knowledge processes are characterized by knowledge sharing, knowledge-based coordination and expertise management, and performance is measured by product success and personal satisfaction. Data have been collected in 13 companies in Xi’an Software Park, with 26 in-depth, semi-structured interviews held with top and middle managers, and 200 structured questionnaires distributed to knowledge workers who are involved in global sourcing projects. The results indicate that supplier team’s IT-based skills, communication with client’s team, cultural understanding of client’s culture and collaboration with client’s team are positively associated with knowledge process and performance. Also, knowledge sharing, knowledge-based coordination and expertise management are found to be crucial for those influential factors to function positively and contribute to the performance. The findings of this study suggest that the effects of key factors on knowledge processes and performance in global sourcing of IT services appear to transcend the social and cultural differences; however, contextual factors seem to have more significant influences on knowledge processes and performance in global sourcing of IT services.     

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

A new impetus for greater knowledge‐sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as ‘global virtual teams’. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology‐facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge‐sharing culture within a global virtual team rests on the existence (and maintenance) of intra‐team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross‐cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally‐diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.     

Task decomposition, dynamic role assignment, and low-bandwidth communication for real-time strategic teamwork

Multi-agent domains consisting of teams of agents that need to collaborate in an adversarial environment offer challenging research opportunities. In this article, we introduce periodic team synchronization (PTS) domains as time-critical environments in which agents act autonomously with low communication, but in which they can periodically synchronize in a full-communication setting. The two main contributions of this article are a flexible team agent structure and a method for inter-agent communication. First, the team agent structure allows agents to capture and reason about team agreements. We achieve collaboration between agents through the introduction of formations. A formation decomposes the task space defining a set of roles. Homogeneous agents can flexibly switch roles within formations, and agents can change formations dynamically, according to pre-defined triggers to be evaluated at run-time. This flexibility increases the performance of the overall team. Our teamwork structure further includes pre-planning for frequently occurring situations. Second, the communication method is designed for use during the low-communication periods in PTS domains. It overcomes the obstacles to inter-agent communication in multi-agent environments with unreliable, single-channel, high-cost, low-bandwidth communication. We fully implemented both the flexible teamwork structure and the communication method in the domain of simulated robotic soccer, and conducted controlled empirical experiments to verify their effectiveness. In addition, our simulator team made it to the semi-finals of the RoboCup-97 competition, in which 29 teams participated. It achieved a total score of 67–9 over six different games, and successfully demonstrated its flexible teamwork structure and inter-agent communication.     

Enterprise systems, knowledge transfer and power users

There are few studies of knowledge transfer (KT) between groups with dissimilar purposes and dissimilar practices, which is the situation when transferring knowledge from an enterprise systems (ES) developer team to the users of the new ES. To support such KT, organizations identify a group of power users to work with the ES team and then to help other users integrate the new system into their operations. That KT process still encounters barriers. In a comparative case study of four such KT situations at two different companies we identify the critical barriers, and empirically uncover two new KT mechanisms that are effective for addressing the KT barriers in the ES context.     

Managing historical conditions in information systems strategizing: An imprinting perspective

Information systems (IS) strategizing is particularly challenging for established organizations because of their historical conditions. The question of how established organizations can effectively manage their historical conditions in IS strategizing remains under-explored. To address this question, we conducted a case study tracing the history (1960–2020) of an established organization in the building and construction industry. Through the analysis, we found four systems: accounting management system, business communication system, knowledge management system, and community collaboration system, as the historical conditions that formed an IS imprint, which was later managed and reproduced during IS strategizing. Using the imprinting lens, we developed an understanding of: (1) the formation of the IS imprint at the organizational foundation; and (2) the reproduction of the IS imprint, considering imprint-as-resource and imprint-as-constraint during IS strategizing. We contribute to the literature by providing an understanding of how historical conditions inform IS strategizing in the long term and by applying the imprinting lens to uncover the process through which an IS imprint is strategically managed and reproduced beyond the founding phase. The insights developed from this study are transferable to similar organizational contexts for managing historical conditions in IS strategizing.     

Network measures for characterising team adaptation processes

The aim of this study was to advance the conceptualisation of team adaptation by applying social network analysis (SNA) measures in a field study of a paediatric cardiac surgical team adapting to changes in task complexity and ongoing dynamic complexity. Forty surgical procedures were observed by trained human factors researchers, and communication processes amongst team members were recorded. Focusing on who talked to whom, team communication structures, in response to changing task demands, were characterised by various network measures. Results showed that in complex procedures, the communication patterns were more decentralised and flatter. Also, in critical transition phases of the procedure, communication was characterised by higher information sharing and participation. We discuss implications for team adaptation theory and teamwork observation methods.     

Extraction of user profile based on workflow and information flow

A collaborative team usually consists of team members with various domains. These members’ demands for knowledge are also different from each other. For recommending potentially useful knowledge to suitable members, their user profiles should be well managed and maintained. User profile can be input by the members, but a more intelligent way should be the automatic extraction of the user profiles. Workflow and information flow are two types of collaborative processes, which exist behind every collaborative team. This paper is mainly concerned with how to extract these team members’ user profile from the two types of contexts: workflow and information flow. This paper defines a model for the user profile. Then some methods are proposed for extracting the profile information on the basis of workflow and information flow. This study on the user profile extraction can pave the way for developing knowledge recommender systems, which can recommend proper knowledge to proper team members with a collaborative team.