Effects of Workload and Structure on Team Processes and Performance: Implications for Complex Team Decision Making

Objective: We investigated the effects of exogenous oxytocin on trust, compliance, and team decision making with agents varying in anthropomorphism (computer, avatar, human) and reliability (100%, 50%). Background: Authors of recent work have explored psychological similarities in how people trust humanlike automation compared with how they trust other humans. Exogenous administration of oxytocin, a neuropeptide associated with trust among humans, offers a unique opportunity to probe the anthropomorphism continuum of automation to infer when agents are trusted like another human or merely a machine. Method: Eighty-four healthy male participants collaborated with automated agents varying in anthropomorphism that provided recommendations in a pattern recognition task. Results: Under placebo, participants exhibited less trust and compliance with automated aids as the anthropomorphism of those aids increased. Under oxytocin, participants interacted with aids on the extremes of the anthropomorphism continuum similarly to placebos but increased their trust, compliance, and performance with the avatar, an agent on the midpoint of the anthropomorphism continuum. Conclusion: This study provides the first evidence that administration of exogenous oxytocin affected trust, compliance, and team decision making with automated agents. These effects provide support for the premise that oxytocin increases affinity for social stimuli in automated aids. Application: Designing automation to mimic basic human characteristics is sufficient to elicit behavioral trust outcomes that are driven by neurological processes typically observed in human–human interactions. Designers of automated systems should consider the task, the individual, and the level of anthropomorphism to achieve the desired outcome.

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A Model of Advanced Team Decision Making and Performance: Summary Report

10.21236/ada400497 ◽

1994 ◽

Author(s):

Marvin L. Thordsen ◽

Molly M. Kyne ◽

Gary Klein

Keyword(s):

Decision Making ◽

Summary Report ◽

Team Decision Making ◽

Team Decision ◽

And Performance

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Can mindfulness be helpful in team decision-making? A framework for understanding how to mitigate false consensus

10.31235/osf.io/kh9aq ◽

2020 ◽

Author(s):

Marcus Selart ◽

Vidar Schei ◽

Rune Lines ◽

Synnøve Nesse

Keyword(s):

Decision Making ◽

Theory And Practice ◽

Team Processes ◽

Team Decision Making ◽

Individual Level ◽

False Consensus ◽

Team Decision ◽

Effective Decision ◽

Effective Decision Making ◽

The Individual

Mindfulness has recently attracted a great deal of interest in the field of management. However, even though mindfulness – broadly viewed as a state of active awareness – has been described mainly at the individual level, it may also have important effects at aggregated levels. In this article, we adopt a team-based conceptualization of mindfulness, and develop a framework that represents the powerful effect of team mindfulness on facilitating effective decision-making. We further discuss how a conceptualization of team mindfulness may mitigate the process of false consensus by interacting positively with the following five central team processes: open-mindedness, participation, empowerment, conflict management, and value and ambiguity tolerance. A false consensus constitutes a cognitive bias, leading to the perception of a consensus that does not exist. In essence, we argue that, although a conceptualization of team mindfulness does not guarantee effective decision-making in itself, it may successfully reduce false consensus when coupled with these five team processes. Accordingly, this article contributes to the theory and practice of team decision-making by demonstrating how a conceptualization of team mindfulness can be helpful in the increasingly complex and ambiguous situations faced by contemporary teams.

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The Role of Planning in Coordinated Team Decision Making: Implications for Training

Proceedings of the Human Factors and Ergonomics Society Annual Meeting ◽

10.1177/154193129303701808 ◽

1993 ◽

Vol 37 (18) ◽

pp. 1238-1242 ◽

Cited By ~ 5

Author(s):

Rene'e Stout ◽

Eduardo Salas

Keyword(s):

Decision Making ◽

Mental Models ◽

Shared Mental Models ◽

Team Members ◽

Team Decision Making ◽

Team Planning ◽

Team Decision ◽

And Performance ◽

The Relationship

Critical decisions are made every day by teams of individuals who must coordinate their activities to achieve effectiveness. Recently, researchers have suggested that shared mental models among team members may help them to make successful decisions. Several avenues for training shared mental models in teams exist, one of which is training in planning behaviors. The relationship between team planning, team shared mental models, and coordinated team decision making and performance is explored.

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