Leading hybrid teams: Strategies for realizing the best of both worlds

Online, social media bots have been accused to spread misinformation and support extreme or minority-held opinions. However, bots in hybrid human-machine teams can also be designed to improve team performance. In this paper, we study the effect of a single minority-supporting bot in hybrid teams in a carefully controlled experiment. People working in teams of 10 were asked to solve a hidden-profile prediction task, where task-relevant information was scattered unequally across team members. To do well in this task, pieces of information shared by the minority and the majority of players should be integrated. Simple majority-based decisions are not enough to perform well as information held by minority players is also valuable. We used a variational auto-encoder to train a bot to learn people's information distribution by observing how people's judgements correlated over time. After training, a bot was designed to increase team performance by selectively supporting opinions proportionally to their under-representation in the team. We show that the presence of a single bot (representing 10\% of team members) can significantly increase the polarization between minority and majority opinions by making minority opinions less prone to social influence. Although the effects on hybrid team performance were negligible, the bot presence significantly influenced team opinion dynamics. These findings show that unsupervised learning can be used to program bots that can improve team performance.

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Leadership in health care networks: Clinical-managerial hybrid teams and evidence-based identity work

Making Wicked Problems Governable? ◽

10.1093/acprof:oso/9780199603015.003.0009 ◽

2013 ◽

pp. 162-188

Author(s):

Ewan Ferlie ◽

Louise FitzGerald ◽

Gerry McGivern ◽

Sue Dopson ◽

Chris Bennett

Keyword(s):

Health Care ◽

Identity Work ◽

Evidence Based ◽

Health Care Networks ◽

Hybrid Teams

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From dissemination to engagement: learning over time from a national research intermediary centre (Four Fs)

Evidence & Policy A Journal of Research Debate and Practice ◽

10.1332/174426421x16323393555059 ◽

2021 ◽

Author(s):

Tara Lamont ◽

Elaine Maxwell

Keyword(s):

Critical Distance ◽

Decision Makers ◽

Knowledge Brokering ◽

Theoretical Frameworks ◽

Care Services ◽

Health Decision ◽

Knowledge Brokers ◽

New Evidence ◽

Hybrid Teams ◽

Over Time

Background: There has been little applied learning from organisations engaged in making evidence useful for decision makers. More focus has been given either to the work of individuals as knowledge brokers or to theoretical frameworks on embedding evidence. More intelligence is needed on the practice of knowledge intermediation.Aims and objectives: This paper describes the evolution of approaches by one UK Centre to promote and embed evidence in health and care services. This is not a formal evaluation, given the lack of critical distance by authors who led work at the Centre, but a reflective analysis which may be helpful for other evidence intermediary bodies.Conclusions: We analyse the founding conditions and theoretical context at the start of our activity and describe four activities we developed over time. These were filter (screening research for relevance and quality); forge (engaging stakeholders in interpreting evidence); fuse (knowledge brokering with hybrid teams); and fulfil (sustained interaction with implementation partners). We reflect on the tensions between rigour and relevance in the evidence we shared and the way in which our approaches evolved from a programme of evidence outputs to greater focus on sustained engagement and deliberative activities to make sense of evidence and reach wider audiences. Over the lifetime of the Centre, we moved from linear and relational modes towards systems type approaches to embed and mobilise evidence. Key messages <ul><li>There is little shared learning on the practice of evidence use by knowledge intermediaries.</li> <li>Our account of a national evidence centre for health decision makers shows the shift towards more engaged and embedded approaches.</li> <li>We identify four central activities – filter, forge, fuse and fulfil – and how they evolved over time.</li> <li>We note the value of sustained engagement with stakeholders in shaping new evidence narratives relevant to practice.</li></ul>

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Toward Hybrid Teams: A Platform To Understand Human-Computer Collaboration During The Design of Complex Engineered Systems

10.31224/osf.io/n7u95 ◽

2020 ◽

Author(s):

Christopher McComb ◽

Binyang Song ◽

Nicolas F. Soria Zurita ◽

Guanglu Zhang ◽

Gary Stump ◽

...

Keyword(s):

Unmanned Aerial Vehicle ◽

Design Research ◽

Data Logging ◽

Complex Engineered Systems ◽

Aerial Vehicle ◽

Engineered Systems ◽

Multi Phase ◽

Phase Design ◽

Hybrid Teams

Human-computer hybrid teams can meet challenges in designing complex engineered systems. However, the understanding of interaction in the hybrid teams is lacking. We review the literature and identify four key attributes to construct design research platforms that support multi-phase design, hybrid teams, multiple design scenarios, and data logging. Then, we introduce a platform for unmanned aerial vehicle (UAV) design embodying these attributes. With the platform, experiments can be conducted to study how designers and intelligent computational agents interact, support, and impact each other.

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Enhancing Hybrid OSS Development Through Agile Methods and High Media Synchronicity

ACM SIGMIS Database the DATABASE for Advances in Information Systems ◽

10.1145/3508484.3508490 ◽

2021 ◽

Vol 52 (4) ◽

pp. 92-118

Author(s):

InduShobha Chengalur-Smith ◽

Saggi Nevo ◽

Brian Fitzgerald

Keyword(s):

Empirical Evidence ◽

Survey Data ◽

Open Source Software ◽

Agile Methods ◽

Communication Tools ◽

Media Synchronicity ◽

Cognitive Convergence ◽

Hybrid Teams ◽

Transmission Velocity

Open source software (OSS) is increasingly being developed by hybrid teams that consist of a mix of company employees and volunteer developers. While hybrid OSS teams are becoming more prevalent, they also face unique challenges due to the involvement of different constituents. To address those challenges, this paper develops and validates a new organizing model. Specifically, the paper draws on media synchronicity theory (MST) to theorize that hybrid OSS teams would benefit from adopting an organizing model that involves practicing agile methods and using communication tools with multiple symbols sets and high transmission velocity. The paper also extends MST by conceptualizing the theory's key concept of communication convergence as consisting of two distinct dimensions: affective and cognitive convergence. Using primary survey data from hybrid OSS teams, the paper presents empirical evidence that such an organizing model can enhance those teams' affective convergence and cognitive convergence and, in turn, their development productivity and the quality of the software. In addition, the results show that affective convergence has a stronger impact on hybrid OSS teams' performance than cognitive convergence.

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