Ergonomics
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This paper provides a critical review of social contextual and group biases that are relevant to team decision-making in command and control situations. Motivated by the insufficient level of attention this area has received, the purpose of the paper is to provide an insight into the potential that these types of biases have to affect the decision-making of such teams. The biases considered are: false consensus, groupthink, group polarization and group escalation of commitment. ⋯ A concept unifying these biases is that of the shared mental model, but whereas false consensus emanates from social projection tendencies, the rest emanate from social influence factors. The authors also discuss the 'tricky' distinction between teams and groups and propose a revised definition for command and control team. Finally, the authors emphasize the need for future empirical research in this area to pay additional attention to the social side of cognition and the potential that social biases have to affect team decision-making.
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Randomized Controlled Trial Clinical Trial
On the utility of experiential cross-training for team decision-making under time stress.
This study investigated the effectiveness of experiential cross-training in a team context for team decision-making under time stress in a simulated naval surveillance task. It was hypothesized that teams whose members explicitly experience all team positions will perform better under time pressure due to a better shared Team Interaction Model (Cannon-Bowers et al. 1993). In addition, it was posited that experiential cross-training would reduce the negative effect of member reconfiguration that can occur in certain military situations. ⋯ During the exercise, the CT group did not achieve the level of performance of the control teams. The immediate effect of team member reconfiguration was to degrade performance significantly for the non-CT teams, but not for CT teams. The findings are discussed in terms of the multiple mental models' view of team performance (Cannon-Bowers et al. 1993) and the authors discuss the relative utility of cross-training when overall training time is fixed.
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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. ⋯ 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.