Team situation assessment and information distribution

Described is the cooperative work of constructing team situation awareness within two teams of a military command and control unit. Specifically discussed is how the distributed cognitive and cooperative work of decision-making of the two teams is structured. The situation enabled two different ways of distributing information within the team: one serial and one parallel. One team chose the parallel information transfer, the other the serial one. Discussed is the interaction patterns that emerge in the respective teams and their consequences for situation assessment and situation awareness. The differences are then discussed in terms of means of sharing information. Some hypotheses for future research are also offered.     

Team situation assessment and information distribution

Described is the cooperative work of constructing team situation awareness within two teams of a military command and control unit. Specifically discussed is how the distributed cognitive and cooperative work of decision-making of the two teams is structured. The situation enabled two different ways of distributing information within the team: one serial and one parallel. One team chose the parallel information transfer, the other the serial one. Discussed is the interaction patterns that emerge in the respective teams and their consequences for situation assessment and situation awareness. The differences are then discussed in terms of means of sharing information. Some hypotheses for future research are also offered.     

User-defined information sharing for team situation awareness and teamwork

Abstract

Team members have different roles in various scenarios to maintain situation awareness. A collaborative system should therefore provide appropriate information to the appropriate person at an appropriate time. Considering the mismatch between the designed and actually used information, this paper proposed that users should define what information to share with their team-mates. Thirty-six participants, who formed eighteen teams, used both the traditional and user-defined shared displays to perform failure diagnosis on the context of nuclear power plants. The user-defined shared display exhibited shorter diagnosis time without significant difference in correctness. Information quality, instead of quantity, was positively correlated with team mutual awareness. This study provides empirical evidence that user-defined information sharing is effective at improving operator’s diagnosis performance, so the users should be able to tailor the information based on requirements.Practitioner Summary: To support team situation awareness and teamwork, the present study proposed that users should define what information to share with their team-mates. The laboratory experiment shows that user-defined information sharing shortens operator diagnosis time without degrading correctness. Information quality appears more important than information quantity in enhancing team mutual awareness.     

Keeping it together: The role of transactional situation awareness in team performance

It has been argued that communications in teams are a means of transmitting Situation Awareness to improve performance. This study explored the frequency and types of situation awareness transactions in two groups of teams. Twelve teams were grouped into either more effective or less effective teams, based on performance measures. Distributed Situation Awareness theory predicts that Situation Awareness transaction are a medium for co-ordinating teamwork, and that more of these transaction will lead to improved performance. Differences in the frequency and type of transactions were observed between the more effective teams and the less effective teams with the former having a higher frequency of overall communications and, more importantly, a higher number of relevant situation awareness transaction types compared to less effective teams. Situation awareness transactions supported the team in making sense of the situation they found themselves in as it unfolded and enabled team members to perform their discrete tasks and therefore contribute to overall team success.Relevance to industry: Teams are a major feature of most industrial applications of work and communication play an important role in coordinating team work. Communication has been found to be linked to both team performance and situation awareness. Situation awareness is distributed in teams through transactions of information. A study was devised to explore the differences between more effective and less effective teams on a number of situation awareness transactional factors. Analysing the team as a functional unit of situation awareness is presented for future work.     

Team Coordination in Escalating Situations: An Empirical Study Using Mid‐Fidelity Simulation

The performance of teams, with different levels of domain and crisis management experience, managing unexpected and escalating situations was observed using a mid‐fidelity ship‐bridge simulation and analysed by applying the central concepts of joint activity coordination as well as Woods's theory building on data overload. The coordination strategies used by the teams were evaluated by applying coordination process indicators and the concept of control. The paper discusses how different aspects of team coordination in unexpected and escalating situations, e.g. that teams that maintain a high level of control in escalating situations, avoid or minimize the effects of data overload by using explicit and agreed‐upon goals rather than sharing as much incoming information as possible. The results presented in this paper show the benefits of applying a broad set of theoretical concepts to shed light on the actual demands that escalating situations pose on people's data processing capacities and processes. It also provides guidance on the successful performance of teams in such situations and thus support for the development of successful strategies for their management.     

What affects information systems development team performance? An exploratory study from the perspective of combined socio-technical theory and coordination theory

Quality is an important factor in information systems development (ISD), and ISD team performance closely relates to quality. To better understand ISD teams, we empirically tested a model on ISD team performance by combining socio-technical theory and coordination theory. Using existing empirical studies and data collected from three well-known ISD companies in China, our research results identified influential characteristics of ISD team performance, and revealed similarities and differences between China’s ISD team performance and those in other countries. By the results, we find that knowledge sharing and major do not affect team performance. The compensation satisfaction to job performance is not significant in China, either. Our research provides suggestions for building and supporting ISD teams that could lead to performance improvements.     

Is SA shared or distributed in team work? An exploratory study in an intelligence analysis task

This study compared two theoretical approaches to Situation Awareness (SA): the psychological school of thought and the systems ergonomics school of thought, by assessing measurement of team SA within these frameworks. Two teams were assigned and organised into either a traditional Hierarchy or a Peer-to-Peer organisational structure in a single case study design. Measures derived from the psychological and systems ergonomics perspectives were applied to assess their sensitivity for assessing team SA. No statistically significant differences were found between the two teams when measures originating in the psychological tradition were considered: differences were found, however, for measures originating in the systems ergonomics tradition. Literature concerned with team SA reveals a lack of consensus with regards to explaining the nature of the phenomenon as well as its measurement. This paper argues for a debate in the field to clarify what constitutes appropriate measurement techniques for team SA and suggests that these are taken from the systems ergonomics tradition, as suggested by the present studies findings.

Relevance to industry

Teams are a major feature of most industrial applications of work, and maintaining good situation awareness is important to successful performance. A method for examining the situation awareness of teams is proposed and compared with the individual models. Analysing the team as a functional unit of situation awareness is presented for future work.     

Information Sharing During Crisis Management in Hierarchical vs. Network Teams

This study examines the differences between hierarchical and network teams in emergency management. A controlled experimental environment was created in which we could study teams that differed in decision rights, availability of information, information sharing, and task division. Thirty‐two teams of either two (network) or three (hierarchy) participants (N=80 in total) received messages about an incident in a tunnel with high‐ranking politicians possibly being present. Based on experimentally induced knowledge, teams had to decide as quickly and as accurately as possible what the likely cause of the incident was: an attack by Al Qaeda, by anti‐globalists, or an accident. The results showed that network teams were overall faster and more accurate in difficult scenarios than hierarchical teams. Network teams also shared more knowledge in the difficult scenarios, compared with the easier scenarios. The advantage of being able to share information that is inherent in network teams is thus contingent upon the type of situation encountered.     

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.     

The impact of computer-based procedures on team performance,communication, and situation awareness

In nuclear power plants, operating procedures are adopted to aid the operators in performing their tasks. With the evolution of computer hardware and software, the analog human-machine systems of the main control room in the nuclear power plant have been replaced with digital systems. Moreover, automated operations now outnumber manual operations. The purpose of this study was to evaluate the impact of computer-based procedures on the team performance, communication, and situation awareness of operators in the main control room. To achieve the purpose, a within-subjects experiment was designed and then a survey was conducted. The results showed that the teams had better objective performance and higher situation awareness when using computer-based procedures. In addition, the teams also had lower human error and lower communication rates when using computer-based procedures. This study proposes that computer-based procedures are advantageous to the operation of the systems of the main control rooms in nuclear power plants.Relevance to industryComputerized procedures system is one of the specific features for advanced nuclear power plant. This study explores and analyzes the team performance, communication, and situation awareness difference between paper-based, electronic, and computer-based procedures in detail. It may provide practical information for how to apply computer-based procedures to perform the tasks in the main control room of the advanced nuclear power plant.     

Antecedents of team innovation in health care teams

We extend previous research on team innovation by looking at team‐level motivations and how a prosocial team environment, indicated by the level of helping behaviour and information‐sharing, may foster innovation. Hypotheses were tested in two independent samples of health care teams (N₁ = 72 teams, N₂ = 113 teams), using self‐report measures. The examples of team innovation given by the individual team members were then rated for innovativeness by independent health care experts to avoid common method bias for the outcome variable. Subsequently, the data was aggregated and analysed at team level. The study was part of a larger data‐gathering effort on health care teams in the UK. Results supported the hypotheses of main effects of both information‐sharing and helping behaviour on team innovation and interaction effects with team size and occupational diversity. Differences in findings between types of health care teams can be attributed to differences in team tasks and functions. The results suggest ways in which helping and information‐sharing may act as buffers against constraints in team work, such as large team size or high occupational diversity in cross‐functional health care teams, and potentially turn these into resources supporting team innovation rather than acting as barriers.     

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.     

Tacit knowledge sharing in IT R&D teams: Nonlinear evolutionary theoretical perspective

Tacit knowledge sharing influences the performance of IT R&D teams. However, information regarding the mechanism of tacit knowledge sharing is limited. Accordingly, we develop a nonlinear dynamic model to explore the influence of structural changes on tacit knowledge sharing behavior in an IT R&D team, particularly in response to gradual changes in payoff structures. The following results were observed：(1) Certain situations and a traditional correlation analysis confirmed that the current contradictions in the influence of reward systems on knowledge sharing behavior are unified. (2) Under special conditions, the influences of several critical factors (e.g., reciprocity, penalty of social reputation, and supervising mechanism) lose efficacy. As an alternative, managers can only enhance the reward system or reduce sharing cost. The effectiveness of knowledge sharing substantially improves only once it reaches certain critical thresholds. (3) During a catastrophe, a team’s behavior may become immune to the deterioration of payoff structures. However, sudden jumps (i.e., from sharing to hiding knowledge) may occur when another threshold is reached. In summary, once team members experience a sudden jump, retrieving the previous cooperative status becomes difficult.     

Development and evaluation of an offshore oil and gas Emergency Response Focus Board

IntroductionThe primary objective of this research was to explore the use of an interactive whiteboard as an Emergency Response Focus Board (ERFB) for offshore emergency response teams (ERT) during a training and assessment process.MethodsThirty-seven participants completed simulation testing in a randomized study design with two visual display conditions (static and dynamic display). Outcome measures included speed and accuracy of response to situation awareness questions presented orally during three separate simulation freezes, and self-rating of performance.ResultsResults indicate that the type of ERFB display significantly influenced the speed and accuracy of responses. Qualitative results indicate that situation awareness was increased when using the dynamic ERFB.ConclusionsIt can be concluded that the dynamic ERFB offers an objective measure of performance and as a consequence, it is recommended that dynamic ERFBs be implemented into future offshore emergency response assessment training.Relevance to industryGiven the enormous amount of information available during an emergency, the dynamic ERFB offers an improved system for data logging, consolidation of information, and greater comprehension of relevant resource allocation factors.     

基于应急救援的信息共享策略仿真

针对突发事件中应急救援信息共享不及时、不积极带来巨大损失的问题,建立了高危企业、救援队伍、政府监管部门参与的应急救援信息共享三方博弈模型。首先,根据收益情况构建支付矩阵与复制动态方程;然后,分别对4个不同场景进行稳定性分析;最后,通过计算机仿真模拟不同场景下系统的演化过程与结果,从而得到信息共享的最优策略。实验结果表明：在收益较低的情况下,若额外奖惩高,则应急救援队伍积极共享的意愿升至0.2,随后逐渐降低,直至完全拒绝信息共享;若额外成本较高,则高危企业积极共享的意愿升至0.2左右,随后快速降低至0。同时,参与者的行为策略对正向收益的变化表现得最为敏感,对额外奖惩、额外成本变化的敏感性次之。以上结果可为应急救援中的信息共享策略选择提供指导性意见。     

Investigation into issues of passenger egress in Ladbroke Grove rail disaster

This paper provides an overview of findings from the Health and Safety Laboratory investigation into human factors issues surrounding passenger escape and evacuation in the Ladbroke Grove train crash (1999). Drawing upon a range of contextual information the investigation focused upon identifying barriers and delays to evacuation following the incident. Findings highlight a number of important design shortcomings, as well as scope for the enhancement of both passive and active communication systems. The need to take account of passengers’ mental models, intuitions and situation awareness when designing communication systems and emergency egress equipment for the railway carriage environment is highlighted.     

Acquiring and sharing tacit knowledge in software development teams: An empirical study

ContextSharing expert knowledge is a key process in developing software products. Since expert knowledge is mostly tacit, the acquisition and sharing of tacit knowledge along with the development of a transactive memory system (TMS) are significant factors in effective software teams.ObjectiveWe seek to enhance our understanding human factors in the software development process and provide support for the agile approach, particularly in its advocacy of social interaction, by answering two questions: How do software development teams acquire and share tacit knowledge? What roles do tacit knowledge and transactive memory play in successful team performance?MethodA theoretical model describing the process for acquiring and sharing tacit knowledge and development of a TMS through social interaction is presented and a second predictive model addresses the two research questions above. The elements of the predictive model and other demographic variables were incorporated into a larger online survey for software development teams, completed by 46 software SMEs, consisting of 181 individual team members.ResultsOur results show that team tacit knowledge is acquired and shared directly through good quality social interactions and through the development of a TMS with quality of social interaction playing a greater role than transactive memory. Both TMS and team tacit knowledge predict effectiveness but not efficiency in software teams.ConclusionIt is concluded that TMS and team tacit knowledge can differentiate between low- and high-performing teams in terms of effectiveness, where more effective teams have a competitive advantage in developing new products and bringing them to market. As face-to-face social interaction is key, collocated, functionally rich, domain expert teams are advocated rather than distributed teams, though arguably the team manager may be in a separate geographic location provided that there is frequent communication and effective use of issue tracking tools as in agile teams.     

Design and Evaluation of a Team Mutual Awareness Toolkit for Digital Interfaces of Nuclear Power Plant Context

In the teamwork of nuclear power plants (NPPs), the maintenance of mutual awareness enables the operators to have an up-to-the-moment understanding of each other’s work and makes the collaboration more efficient. Providing interface support for mutual awareness is proven to be an effective way to enhance the operators’ mutual awareness in digital systems. What mutual awareness-relevant information to provide and how to present the information on the display are two questions worth studying. This research focused on the above two questions and provided a newly designed mutual awareness toolkit on the context of digital interfaces in NPPs. The usability of the designed toolkit was evaluated through a laboratory experiment. The influence of the mutual awareness toolkit on team performance and its interaction effect with task complexity was further examined under incident scenarios. The results showed that the designed mutual awareness toolkit improved the operators’ mutual awareness, while it did not decrease their individual situation awareness (SA) or impose extra mental workloads. In team diagnosis tasks, the teams using the mutual awareness toolkit more thoroughly discussed the incident scenarios and identified more key points of the incidents. The diagnosis correctness, perhaps moderated by other factors besides mutual awareness, was not significantly improved.