Team situation assessment and information distribution

  title={Team situation assessment and information distribution},
  author={H. Artman},
  pages={1111 - 1128}
  • H. Artman
  • Published 1 August 2000
  • Business
  • Ergonomics
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… 
Measuring team situation awareness in decentralized command and control environments
A theoretical framework for a process-based measure called ‘coordinated awareness of situations by teams’ is outlined and is re-examine the concept of team situation awareness in decentralized systems beyond an individual-oriented knowledge-based construct by considering it as a team interaction-based phenomenon.
User-defined information sharing for team situation awareness and teamwork
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Investigating information-processing performance of different command team structures in the NATO Problem Space
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This paper focuses principally on the criticality of information alignment for supporting coordinated task performance in complex operational environments, and describes coordination processes using the metaphor of an ‘information clutch’ that allows for smooth transitions of task priorities and activities in expert teams.
An exploratory study of a low-level shared awareness measure using mission-critical locations during an emergency exercise
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In the present article the calibration of situation awareness and confidence within a multinational coalition was examined. The results revealed differential levels of situational awareness and
Investigating Performance of Command Team Structures in the NATO Problem-Approach Space
The Y team structure produced the highest levels of performance and was, therefore, judged to be the most successful team structure overall, serving as a reinforcement of the effectiveness of the classic command and control structure.
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Situation awareness and co-operation within and between hierarchical units in dynamic decision making
This paper is a follow-up of a field study of two military command teams and reports an experiment that tests three organizations (serial, parallel and optional) of co-operation and situation
Situation Awareness in Team Performance: Implications for Measurement and Training
Characteristics of team situation awareness are delineated and implications are discussed and research questions are outlined that target the measurement and training of situation awareness in teams.
Cognitive processes of the team mind
  • M. Thordsen, G. Klein
  • Psychology
    Conference Proceedings., IEEE International Conference on Systems, Man and Cybernetics
  • 1989
It is believed that the team mind concept will be helpful for introducing phenomena from cognitive psychology, e.g. limited attentional resources, the effects of emotions, workload variables, automaticity, and characteristics of working memory.
Toward a Theory of Situation Awareness in Dynamic Systems
A theoretical model of situation awareness based on its role in dynamic human decision making in a variety of domains is presented and design implications for enhancing operator situation awareness and future directions for situation awareness research are explored.
Shared functional representation in cooperative tasks‐the example of shift changeover
This paper will try to demonstrate the interest of the concept of shared functional representation between operators through two case studies about shift changes, showing how the lack of sharedfunctional representation between operator can contribute to a nonoptimum shift change.
Creation and Loss of Cognitive Empathy at an Emergency Control Centre
This work has analyzed some examples of communication and cooperation in an emergency control centre and found that for time-critical complex tasks like this, strict rule-based behaviour seems to be insufficient, as much of the cooperation and success of managing this dynamic task seem to depend upon flexibility and what the authors coin cognitive empathy.
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This book describes the new perspective of naturalistic decision making. The point of departure is how people make decisions in complex, time-pressured, ambiguous, and changing environments. The
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The argument that SA is valuable as a phenomenon description draws attention to the intimate interactions between human and environment in determining meaning (or what matters) and reflects an increased appreciation for the intimate coupling between processing stages within closed-loop systems.