Trade-Offs in a Team Tracking Task as a Function of Performance Feedback

Author(s):  
Florian G. Jentsch ◽  
Guillermo Navarro ◽  
Clint A. Bowers

Team members often have to make decisions about which aspects of their tasks they should emphasize. One of the factors that may determine these decisions is the type of feedback. In this study, the influence of the type of concurrent performance feedback on team performance in a pursuit tracking task was investigated. Eighteen dyads performed a reciprocally interdependent team tracking task. Subjects' goal was to optimize team performance under three different conditions: One team member never received feedback, while the other received either team, individual, or no feedback. The tracking error was measured. The results from this study largely confirmed the findings from previous research which had indicated a feedback by team member interaction: When provided with individual feedback, team members seemed to emphasize the perceived individual aspects of their task at the expense of the team effort. Under team feedback, the reverse occurred. In support of these findings, the current study found a significant gap in performance between the two team members under individual feedback conditions. The team member receiving individual feedback performed significantly better than their interdependent cohort. Yet, when subjects received either team or no feedback, their performance was worse than that of their team member, even if the difference failed to reach statistical significance. The results suggest that feedback can adequately focus subjects' attention towards specific aspects of their task.

Author(s):  
Bethany K. Bracken ◽  
Noa Palmon ◽  
David Koelle ◽  
Mike Farry

For teams to perform effectively, individuals must focus on their own tasks, while simultaneously maintaining awareness of other team members. Researchers studying and attempting to optimize performance of teams as well as individual team members use assessments of behavioral, neurophysiological, and physiological signals that correlate with individual and team performance. However, synchronizing data from multiple sensor devices can be difficult, and building and using models to assess human states of interest can be time-consuming and non-intuitive. To assist researchers, we built an Adaptable Toolkit for the Assessment and Augmentation of Performance by Teams in Real Time (ADAPTER), which provides a framework that flexibly integrates sensors and fuses sensor data to assess performance. ADAPTER flexibly integrates current and emerging sensors; assists researchers in creating and implementing models that support research on performance and the development of augmentation strategies; and enables comprehensive and holistic characterization of team member performance during real-time experimental protocols.


Author(s):  
Dietlind Helene Cymek

Background: In safety-critical and highly automated environments, more than one person typically monitors the system in order to increase reliability. Objective: We investigate whether the anticipated advantage of redundant automation monitoring is lost due to social loafing and whether individual performance feedback can mitigate this effect. Method: In two experiments, participants worked on a multitasking paradigm in which one task was the monitoring and cross-checking of an automation. Participants worked either alone or with a team partner on this task. The redundant group was further subdivided. One subgroup was instructed that only team performance would be evaluated, whereas the other subgroup expected to receive individual performance feedback after the experiment. Results: Compared to participants working alone, those who worked collectively but did not expect individual feedback performed significantly less cross-checks and found 25% fewer automation failures. Due to this social loafing effect, even the combined team performance did not surpass the performance of participants working alone. However, when participants expected individual performance feedback, their monitoring behavior and failure detection performance was similar to participants working alone and a team advantage became apparent. Conclusion: Social loafing in redundant automation monitoring can negate the expected gain, if individual performance feedback is not provided. Application: These findings may motivate safety experts to evaluate whether their implementation of human redundancy is vulnerable to social loafing effects.


Author(s):  
Ethan Brownell ◽  
Jonathan Cagan ◽  
Kenneth Kotovsky

Abstract Prior research has demonstrated how the average characteristics of a team impact team performance. Individual characteristics of team members and individual team member behavior have been largely ignored, especially in the context of engineering design. In this work, a behavioral study was conducted to uncover whether the most or least proficient member of a configuration design team had a larger impact on overall performance. It was found that a configuration design team is most dependent on the proficiency of its most proficient member and results suggest that replacing the most proficient member with an even more proficient member can be expected to have a more positive impact than replacing any other member with a higher proficiency member of the same change in proficiency. The most proficient member had a significant positive effect on how quickly the team reached performance thresholds and that the other members of the team were not found to have the same positive impact throughout the design study. Behavioral heuristics were found using hidden Markov modeling to capture the differences in behavior and design strategy between different proficiency members. Results show that high proficiency and low proficiency team members exhibit different behavior, with the most proficient member’s behavior leading to topologically simpler designs and other members adopting their designs, leading to the most proficient member driving the team design and team performance.


2000 ◽  
Vol 44 (12) ◽  
pp. 2-739-2-742
Author(s):  
Robert A. Henning ◽  
Wolfram Boucsein ◽  
Monica Gil

Team proficiency may depend on the extent of social-physiological compliance among participants. This laboratory study tested if compliance in electrodermal activity, heart rate or breathing in two-person teams (N=16) was predictive of team performance or coordination in a continuous tracking task that simulated teleoperation. Social-physiological compliance for each physiological measure was scored separately using weighted coherence and cross correlation of the physiological changes occurring in both participants (e.g., the cross correlation of the breathing pattern of the first team member with the breathing pattern of the second team member). Direct visual feedback between participants was systematically manipulated. Multiple regression analyses revealed that many coherence measures and one correlation measure were predictive of team performance. While social-visual contact had no impact, physiological compliance was predictive of improved performance, with coherence robust over all three physiological measures. These results provide correlational evidence that social-physiological compliance among team members may benefit team performance. Possible macroergonomic applications are discussed including assessment of team situation awareness, adaptive automation based on team biocybernetics, and objective evaluation of interface designs for computer-supported cooperative work.


2021 ◽  
Vol 4 (2) ◽  
pp. 67-75
Author(s):  
MUHAMMAD ADNAN REHMAN ◽  
MUHAMMAD NAUMAN HABIB ◽  
SHAHZAD KHAN

The study intended to examine leaders’ emotional intelligence, emotional work climate and job satisfaction among several teams of higher educational institutes. A few studies have examined the effects of these variables but seldom studies existed which examined the level of these variables. The aim of this study was to find out the difference between the true mean and the comparison value. Questionnaire survey of 30 team leaders and 120 team members was conducted. The paper applied one sample t-test using the SPSS 20 software to test the hypothesis. The study found out that there is a slight difference between the true mean and the comparison value. Although the difference is statistically significant but not large enough to be practically significant. Therefore, the subjects recruited were treated as normal.


Author(s):  
Joshua A. Eaton ◽  
Matthew-Donald D. Sangster ◽  
Molly Renaud ◽  
David J. Mendonca ◽  
Wayne D. Gray

Objective: This research investigates the effect of “critical” team members and team familiarity on team performance in the Multi-player Online Battle Arena gaming environment, League of Legends™. Background: A critical team member is any member of a team whose presence (or absence) can have a dramatic impact on the team’s ability to reach their objective, while team familiarity can be viewed as the knowledge team members have about one another and the knowledge team members have about the tasks that must be accomplished. Methods: Data visualization techniques and logistic regression is used to explore team data collected from publicly accessible sources for the online game League of Legends, which is one of the most popular games in the world. Results: The proportion of time a team’s “Carry” is incapacitated (the “critical” team member) during a given match has a direct impact on how the team performs. Conclusions: The results show that critical team positions exist on teams, and can have a significant effect on achieving the team’s goals. In addition, there is a need for the development of tools, techniques and measures to bring “Big Data” to bear in the study of teamwork. Application: This research illustrates the feasibility of exploring online gaming data for new insights into team performance.


Author(s):  
Lissa V. Young

Teams are a critical aspect of organizational life and understanding the taxonomy and processes extant in team life is a critical first step in learning how to optimize team and individual performance. This chapter examines key components of both team structure and team processes that form the fundamental underpinnings of team performance. Once leaders understand these constructs and the role they play in team performance, leaders can devise interventions to build better teams. The best teams produce the best team performances and contribute to enhancing the skill development of each individual team member. The relationship between the team and its members is symbiotic. Given this, a leader has the potential to impact the development of teams and individual team members simultaneously.


2018 ◽  
Vol 93 (5) ◽  
pp. 1-22 ◽  
Author(s):  
Markus C. Arnold ◽  
R. Lynn Hannan ◽  
Ivo D. Tafkov

ABSTRACT This study investigates whether subjective communication from team members to a manager responsible for allocating performance-based bonuses increases team performance and whether the efficacy of such communication is reduced in heterogeneous teams. We draw on both economic and behavioral theories to predict that communication content, even though subjective, provides information that enables the manager to allocate bonuses so as to enhance the relation between individuals' contributions and rewards, thereby increasing individuals' effort and team performance. However, we also predict that the positive effect of team member subjective communication is more muted when team members' abilities are heterogeneous compared to homogeneous. We test these predictions via an experiment. Consistent with our predictions, team member subjective communication has a positive effect on team performance, and the positive effect is more muted for heterogeneous teams. Results of our study contribute to both theory and practice by enhancing our understanding of the role of subjective communication from team members to team managers in motivating effort in teams and, particularly, how its efficacy is affected by team composition. Data Availability: Data are available from the authors upon request.


2019 ◽  
Vol 2 (1) ◽  
pp. 67-76
Author(s):  
Ganjar Garibaldi

Garibaldi Ranking Mode Metric (GR2M) Model, is a work team performance appraisal method that aims to provide information of team performance obtained from the assessment of perceptions of all team members, which aims to provide accurate data on the performance of each team member performance. In this method GR2M assessment, each member is required to provide an assessment with a comprehensive ranking and modus method for all team members, including himself. Furthermore, by compiling and averaging all the assessment results of all team members, an assessment will be obtained that represents all assessors' perceptions in this case, all team members. Dimensions used for this are; 1) Work process and 2) Work results. While each dimension consists of several indicators. From testing on the main sectors of business that are growing rapidly, namely Information and telecommunications in Indonesia that are quite representative and the world of education, obtained fair and accurate assessment results representing the perceptions of the team members. Qualitative research method with triangulation validation. With this method it is proven that the factors tested are significant factors in explaining and measuring the potential of the correlation.


2021 ◽  
pp. 104687812199160
Author(s):  
Tara Mahramus Hunt ◽  
Mindi Anderson ◽  
Mai Vo ◽  
Daleen Aragon Penoyer

Background Prior to the study, debriefings post-real-life cardiopulmonary arrest at the associated hospital were conducted only 3% of the time. However, debriefings post-cardiopulmonary arrests are recommended by multiple entities to improve team performance. Methods A course on teamwork, education on a structured method of debriefing, and debriefing practice via simulated role-play were provided to resuscitation team members. A prospective, mixed methods study including team member perceptions of debriefings and the number of debriefings conducted post-cardiopulmonary arrests were measured after the intervention. Results Debriefings increased from 3% to 39%. Debriefings were valued by all team members. Themes generated from team members’ comments included improvement, communication, and team function. Conclusions Debriefings post-real-life cardiopulmonary arrest events are feasible in a hospital setting. Teamwork principles training with simulated role-play of debriefing can impact the process of whether debriefings occur and are highly regarded by multidisciplinary team members.


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