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.     

Approaches to team performance assessment: a comparison of self-assessment reports and behavioral observer scales

Human factors research popularly employs perception-based techniques to investigate team performance and its dependency to cognitive processes. Such studies frequently rely upon either observer-based or self-assessment techniques to collect data. In this study, we examined behavioral observer ratings and self-assessment ratings for measuring team performance in virtual teams, with team performance regarded as a combination of task outcome and team cognition. Juxtaposing self-assessments and observer ratings from a quasi-experiment comparing team performance rating techniques reveals that they indeed produce overall similar results, with both singling out teamwork effectiveness ratings as the strongest contributor to overall team performance. However, the comparisons show remarkably low correlation on individual questionnaire items. The most striking difference is that the team members’ self-assessments of workload are lower than the corresponding observer ratings. In particular, the self-assessments do not correlate at all with overall team performance, whereas the observers’ workload ratings are more consistent with contemporary research that suggests a strong correlation between workload and team performance, suggesting that observer-based techniques are more reliable than self-assessments for assessing workload. For other ratings, the results show that the two techniques are fairly equal, suggesting that the choice between methods to employ can be deferred to other considerations such as obtrusiveness, accessibility, and resource availability.

     

The impact of background speech varying in intelligibility: Effects on cognitive performance and perceived disturbance

Noise abatement in office environments often focuses on the reduction of background speech intelligibility and noise level, as attainable with frequency-specific insulation. However, only limited empirical evidence exists regarding the effects of reducing speech intelligibility on cognitive performance and subjectively perceived disturbance. Three experiments tested the impact of low background speech (35 dB(A)) of both good and poor intelligibility, in comparison to silence and highly intelligible speech not lowered in level (55 dB(A)). The disturbance impact of the latter speech condition on verbal short-term memory (n = 20) and mental arithmetic (n = 24) was significantly reduced during soft and poorly intelligible speech, but not during soft and highly intelligible speech. No effect of background speech on verbal-logical reasoning performance (n = 28) was found. Subjective disturbance ratings, however, were consistent over all three experiments with, for example, soft and poorly intelligible speech rated as the least disturbing speech condition but still disturbing in comparison to silence. It is concluded, therefore, that a combination of objective performance tests and subjective ratings is desirable for the comprehensive evaluation of acoustic office environments and their alterations.     

Overcoming impediments to virtual team effectiveness

The term virtual team denotes an organizational team whose members rarely meet face to face but who nevertheless perform interdependent tasks in pursuit of collective goals. This article identifies the unique aspects of virtual teams that generate major barriers to their effectiveness, and suggests ways in which these may be either overcome or mitigated. A process‐oriented model of virtual team effectiveness is presented, identifying issues associated with the development of transactive memory systems, work engagement, and collective efficacy as major challenges to virtual team effectiveness. These issues are illustrated with reference to the experience of virtual teams within a minerals processing firm. Finally, the authors discuss aspects of virtual team leadership and team climate that may help overcome some of the potential process losses associated with virtual teamwork. © 2008 Wiley Periodicals, Inc.     

Antecedents and consequences of team potency in software development projects

Developing new software quickly, successfully, and at low cost is critical in organizations. Ways of assessing the effectiveness of development teams has highlighted measures of factors, such as teamwork, group cohesiveness, and team integration, but the use of group potency theory (the collective belief of a group that it can be effective) is rare. In our study, we investigated antecedents of and consequences to group potency in software development project teams. By examining 53 software development project teams collected from small and medium-sized software firms in Turkey, we found, that team potency positively affected speed-to-market, development cost, and market success of the product. We also found that trust among project team members, past experiences of the members, and team empowerment had a positive impact on the team potency during the project. Managerial and theoretical implications are discussed.     

Team members' perceptions of online teamwork learning experiences and building teamwork trust: A qualitative study

Teamwork factors can facilitate team members, committing themselves to the purposes of maximizing their own and others' contributions and successes. It is important for online instructors to comprehend students' expectations on learning collaboratively. The aims of this study were to investigate online collaborative learning experiences and to identify important factors that were crucial for building teamwork trust. A qualitative research method was utilized in the study. Data were collected from students' responses of three open-ended questions and interviews. The results indicated that students who enjoyed working in the group setting had a good relationship with their team members and they trusted their team members. In contrast, the questionable behaviors of members (lack of communication and low level of individual accountability) were negative factors of their teamwork experiences. In addition, students considered individual accountability, familiarity with team members, commitment toward quality work, and team cohesion were important factors for building trust with team members. Quantitative analyses confirmed that teamwork trust was correlated significantly with two of the important factors for building trust indicated by team members: familiarity with members (r = .74) and team cohesion (r = .79). Implications and recommendations for future research were also discussed.     

Building agent teams using an explicit teamwork model and learning

Multi-agent collaboration or teamwork and learning are two critical research challenges in a large number of multi-agent applications. These research challenges are highlighted in RoboCup, an international project focused on robotic and synthetic soccer as a common testbed for research in multi-agent systems. This article describes our approach to address these challenges, based on a team of soccer-playing agents built for the simulation league of RoboCup—the most popular of the RoboCup leagues so far.To address the challenge of teamwork, we investigate a novel approach based on the (re)use of a domain-independent, explicit model of teamwork, an explicitly represented hierarchy of team plans and goals, and a team organization hierarchy based on roles and role-relationships. This general approach to teamwork, shown to be applicable in other domains beyond RoboCup, both reduces development time and improves teamwork flexibility. We also demonstrate the application of off-line and on-line learning to improve and specialize agents' individual skills in RoboCup. These capabilities enabled our soccer-playing team, ISIS, to successfully participate in the first international RoboCup soccer tournament (RoboCup'97) held in Nagoya, Japan, in August 1997. ISIS won the third-place prize in over 30 teams that participated in the simulation league.     

A teamwork model for understanding an agile team: A case study of a Scrum project

ContextSoftware development depends significantly on team performance, as does any process that involves human interaction.ObjectiveMost current development methods argue that teams should self-manage. Our objective is thus to provide a better understanding of the nature of self-managing agile teams, and the teamwork challenges that arise when introducing such teams.MethodWe conducted extensive fieldwork for 9 months in a software development company that introduced Scrum. We focused on the human sensemaking, on how mechanisms of teamwork were understood by the people involved.ResultsWe describe a project through Dickinson and McIntyre’s teamwork model, focusing on the interrelations between essential teamwork components. Problems with team orientation, team leadership and coordination in addition to highly specialized skills and corresponding division of work were important barriers for achieving team effectiveness.ConclusionTransitioning from individual work to self-managing teams requires a reorientation not only by developers but also by management. This transition takes time and resources, but should not be neglected. In addition to Dickinson and McIntyre’s teamwork components, we found trust and shared mental models to be of fundamental importance.     

Conceptualizing the Awareness of Collaboration: A Qualitative Study of a Global Virtual Team

Innovative organizations are increasing their use of distributed teamwork, but there are several difficulties in reaching shared understanding between the team members in these settings. A lack of awareness of other team members’ working processes is one of the drawbacks that a virtual team may face while attempting to collaborate on a shared task. In this study virtual teamwork was supported with a specific working model. The aim was to investigate virtual team members’ awareness of collaboration. One global team (N=19) within a single organization worked as a distributed team in a shared web-based workspace for three months. The data were gathered by means of questionnaires, log-files of the shared virtual workspace and collected company documents in order to find out how team members perceive their collaboration. Based on qualitative data analysis, three different aspects of collaboration awareness were identified: an awareness of the possibility for collaboration, an awareness of the aims of collaboration, and an awareness of the process of collaboration. The results presented in this paper give guidelines for discussing what the awareness of collaboration means in the context of distributed collaboration.     

Toward the measure of virtual teams effectiveness

Virtual teams can be an alternative to colocated teams and they are inevitable when the members of team are significantly dispersed. Quite often when team members are dispersed there is a necessity to arrange either face‐to‐face (FTF) meetings or their substitute—videoconferencing sessions. Such cases take place in multinational corporations. In one of them from the automotive industry, we examined the cost‐effectiveness of arranging meetings of team members in the form of FTF or videoconferencing sessions. For this purpose, a mathematical model has been elaborated. This model can be a useful tool for choosing between creating a colocated or virtual team as well as about the form of meeting of virtual team members. © 2008 Wiley Periodicals, Inc.     

Computing the periods of preimages in surjective cellular automata

A basic property of one-dimensional surjective cellular automata (CA) is that any preimage of a spatially periodic configuration (SPC) is spatially periodic as well. This paper investigates the relationship between the periods of SPC and the periods of their preimages for various classes of CA. When the CA is only surjective and y is a SPC of least period p, the least periods of all preimages of y are multiples of p. By leveraging on the De Bruijn graph representation of CA, we devise a general algorithm to compute the least periods appearing in the preimages of a SPC, along with their corresponding multiplicities (i.e. how many preimages have a particular least period). Next, we consider the case of linear and bipermutive cellular automata (LBCA) defined over a finite field as state alphabet. In particular, we show an equivalence between preimages of LBCA and concatenated linear recurring sequences (LRS) that allows us to give a complete characterization of their periods. Finally, we generalize these results to LBCA defined over a finite ring as alphabet.     

Communication and personality profiles of global software developers

ContextPrior research has established that a small proportion of individuals dominate team communication during global software development. It is not known, however, how these members’ contributions affect their teams’ knowledge diffusion process, or whether their personality profiles are responsible for their dominant presence.ObjectiveWe set out to address this gap through the study of repository artifacts.MethodArtifacts from ten teams were mined from the IBM Rational Jazz repository. We employed social network analysis (SNA) to group practitioners into two clusters, Top Members and Others, based on the numbers of messages they communicated and their engagement in task changes. SNA metrics (density, in-degree and closeness) were then used to study practitioners’ importance in knowledge diffusion. Thereafter, we performed psycholinguistic analysis on practitioners’ messages using linguistic dimensions that had been previously correlated with the Big Five personality profiles.ResultsFor our sample of 146 practitioners we found that Top Members occupied critical roles in knowledge diffusion, and demonstrated more openness to experience than the Others. Additionally, all personality profiles were represented during teamwork, although openness to experience, agreeableness and extroversion were particularly evident. However, no specific personality predicted members’ involvement in knowledge diffusion.ConclusionTask assignment that promotes highly connected team communication networks may mitigate tacit knowledge loss in global software teams. Additionally, while members expressing openness to experience are likely to be particularly driven to perform, this is not entirely responsible for a global team’s success.     

Pronouncibility index (Π): a distance-based and confusion-based speech quality measure for dysarthric speakers

Recently, there have been many modern speech technologies, including those of speech synthesis and recognition, developed to help people with disabilities. While most of such technologies have successfully been applied to process speech of normal speakers, they may not be effective for speakers with speech disorder, depending on their severity. This paper proposes an automated method to preliminarily assess the ability of a speaker in pronouncing a word. Based on signal features, an indicator called pronouncibility index (Π) is introduced to express speech quality with two complementary measures, called distance-based and confusion-based factors. In the distance-based factor, the 1-norm, 2-norm and 3-norm distance are investigated while boundary-based and Gaussian-based approaches are introduced for confusion-based factors. The Π is used to estimate performance of speech recognition when it is applied to recognize speech of a dysarthric speaker. Three measures are applied to evaluate the effectiveness of Π, rank-order inconsistency, correlation coefficient, and root-mean-square of difference. The evaluations had been done by comparing its predicted recognition rates with ones predicted by the standard methods called the articulatory and intelligibility tests based on the two recognition systems (HMM and ANN). For the phoneme-test set (the training set), Π outperforms the articulatory and intelligibility tests in all three evaluations. The performance of Π decreases for the device-control set (the test set), and the intelligibility test becomes the best method followed by Π and the articulatory test. In general, Π is a promising indicator for predicting recognition rate with comparison to the standard assessments.     

Improving active participation during enterprise operations modeling with an extended story-card-method and participative modeling software

The COVID-19 pandemic emphasized the need for process automation, using agile software development practices. However, when agile methods are used in scaled contexts, many software development efforts fail, mainly due to lacking requirements engineering practices. When business-oriented software needs to be developed within a scaled context, the story-card method (SCM), developed as part of a previous study, assists in structuring emerging software requirements within a taxonomy that represents enterprise operation. The SCM helps agile team members to develop a common understanding about enterprise operation when they construct the enterprise operation taxonomy. Digital participatory enterprise modeling (PEM) may increase collaboration and understanding among team members, especially when team members are geographically dispersed, when they co-model their understanding of enterprise operations. Using design science research to further evolve the existing SCM, we identified two concerns regarding the existing SCM: (1) The modeling software did not encourage active participation during modeling, and (2) Low quality of the resulting cooperation structure diagram (CSD) that is used to derive an enterprise operation taxonomy, i.e., the need to further extend the existing SCM. As main contribution of this article, we addressed previous deficiencies of the SCM, developing an extended SCM (eSCM), based on principles and guidelines that would encourage online participation during PEM, also providing a comprehensive case to demonstrate the eSCM. As a second contribution, we used survey-feedback from research participants, as well as activity tracking to evaluate whether the modeling tool encouraged active PEM. Our third contribution is to evaluate the quality of the resulting CSDs with suggestions for future improvement.

     

Physiological compliance and team performance

Physiological compliance (PC) refers to the correlation between physiological measures of team members over time. The goals of this study were to examine ways of measuring PC in heart rate variability (HRV) data and the relationship between PC and team performance. Teams were tasked with entering both real and simulated rooms and “shooting” individuals with a weapon and identifying individuals without a weapon. The linear correlation and directional agreement PC methods were shown to be the most sensitive to differences in performance, with greater PC being associated with better performance. The correlation method when applied to a measure of respiratory sinus arrhythmia (RSA) revealed a significant difference between high and low performers (t[8] = −2.31, p = 0.03) and the directional agreement applied to inter-beat-intervals and RSA revealed trend-level differences (t[4.62] = −1.86, p = 0.06 and t[8] = −1.68, p = 0.07). These results suggest that PC may have merit for predicting team performance.     

An analytical evaluation of search by content and interaction patterns on multimodal meeting records

It has been suggested that combining content-based indexing with automatically generated temporal metadata might help improve search and browsing of recordings of computer-mediated collaborative activities such as on-line meetings, which are characterised by extensive multimodal communication. This paper presents an analytical evaluation of the effectiveness of these techniques as implemented through automatic speech recognition and temporal mapping. In particular, it assesses the extent to which this strategy can help uncover contextual relationships between audio and text segments in recorded remote meetings. Results show that even simple temporal mapping can effectively support retrieval of recorded audio segments, improve retrieval performance in situations where speech recognition alone would have exhibited prohibitively high word error rates, and provide a basic form of semantic adaptation. The authors are listed in alphabetical order.     

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.     

Experimental analysis of self-organizing team’s behaviors

This paper is focused on the study of self-organizing team’s behaviors which are dependent on the interaction rules and the decision factors of team members. The self-organizing team’s behavior means that team members work unconditionally with one of the three work attitudes (diligence, average, and shirking). A small-world network is suggested as the basic relationships of team members. Different from the traditional models, Reciprocators encourage their friends if they work diligently and punish them if they shirk work. It is supposed that team member’s decision of choosing work attitude depends on four decision factors, humanity, herd instinct, rationality, and follower tendency. Firstly, all of the four decision factors’ weights are supposed as 0.25. Multiple experiments were conducted to analyze the behavior of a team by a multi-agent experiment system. It is found that, in order to increase the fraction of diligent team members, different strategies should be used under different Reciprocators’ fractions. Increasing Reciprocators’ fraction is beneficial to the increase of diligent members; however, the increase rate will slow down after an inflexion (here it means the inflexion of Reciprocators’ fraction). After the previous experiments study, extended experiments were developed to work on the influence of the four factors’ different weights. A self-adaptive algorithm is suggested to achieve the four decision factors’ weights. The results of self-adaptive algorithm have different influences on the team’s behaviors under different fractions of Reciprocators. Finally, influences of members’ different relationships are studied by other experiments. It is also proved that the fraction of diligent members is not dependent on the structure of team members’ relationships. The results demonstrate that the self-organizing team’s behavior can be significantly influenced by its scenario while managing a self-organizing team.     

Aerobic performance of Special Operations Forces personnel after a prolonged submarine deployment

The US Navy's Sea, Air and Land Special Operations Forces personnel (SEALs) perform a physically demanding job that requires them to maintain fitness levels equivalent to elite athletes. As some missions require SEALs to be deployed aboard submarines for extended periods of time, the prolonged confinement could lead to deconditioning and impaired mission-related performance. The objective of this field study was to quantify changes in aerobic performance of SEAL personnel following a 33-day submarine deployment. Two age-matched groups of SEALs, a non-deployed SEAL team (NDST, n= 9) and a deployed SEAL team (DST, n= 10), performed two 12-min runs for distance (Cooper tests) 5 days apart pre-deployment and one Cooper test post-deployment. Subjects wore a Polar Vantage NV^TM heart rate (HR) monitor during the tests to record exercise and recovery HR. Variables calculated from the HR profiles included mean exercise heart rate (HR_mean), maximum exercise heart rate (HR_max), the initial slope of the HR recovery curve (HR_reslope) and HR recovery time (HR_rectime). The second pre-deployment test (which was used in the comparison with the post-deployment test) showed a 2% mean increase in the distance achieved compared with the first (n= 18, p< 0.05) with no difference in HR_mean, HR_max, HR_reslope and HR_rectime. The test-retest correlation coefficient and 95% limits of agreement for the Cooper tests were 0.79 (p< 0.001) and ?68.6±267.5 m, respectively. For the NDST there were no changes in any of the HR measures or the distance run between the pre- and post-deployment tests. When individual running performances were expressed as a percentage change in the distance run between the pre- and post-deployment tests, the DST performed significantly worse than the NDST (p< 0.01). The DST showed a 7% mean decrement in the distance run following deployment (p< 0.01). The decrement in performance of the DST was not associated with any changes in HRmean or HRmax; however, there was a 17% decrease in the HR_recslope (p< 0.05) and a 47% increase in HR_rectime following the deployment (p< 0.05). In conclusion, prolonged confinement aboard a submarine compromises the aerobic performance of SEAL personnel. The resulting deconditioning could influence mission success.     

The ACTive Intervention in Hospice Interdisciplinary Team Meetings: Exploring Family Caregiver and Hospice Team Communication

This paper presents the theoretical framework and rationale for the ACTive intervention which proposes the use of video technology to facilitate patient and family participation in hospice interdisciplinary team meetings where plans of care are determined. It is surmised that patient and family involvement will improve communication and compliance in hospice care. An analysis of data from a pilot project of the ACTive intervention was conducted to explore active participation among family caregivers and the hospice team. Through the use of videophone technology caregivers participated in video‐recorded team meetings. The actual communication behaviors of caregivers and team members were analyzed for active participation. Findings revealed that team–prompted caregiver participation was most common, however, team use of supportive talk in this context was considerably less frequent. The study also found that the team's use of active participation behaviors elicits caregiver active participation behaviors. The results of this study suggest the intervention was an effective way to involve family caregivers as active participants in the designing of care for their loved one. Findings also suggest that hospice staff would benefit from education and training on best practices for communicating with caregivers in the team meeting setting.