scholarly journals A variational-autoencoder approach to solve the hidden profile task in hybrid human-machine teams

2021 ◽  
Author(s):  
Niccolo Pescetelli ◽  
Patrik Reichert
Keyword(s):  
Team Performance ◽  
Opinion Dynamics ◽  
Relevant Information ◽  
Simple Majority ◽  
Information Distribution ◽  
Team Members ◽  
Online Social Media ◽  
Variational Autoencoder ◽  
Hidden Profile ◽  
Hybrid Teams

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.

scholarly journals A variational-autoencoder approach to solve the hidden profile task in hybrid human-machine teams

2021 ◽  
Author(s):  
Niccolo Pescetelli ◽  
Patrik Reichert ◽  
Alex Rutherford
Keyword(s):  
Opinion Dynamics ◽  
Information Aggregation ◽  
Relevant Information ◽  
Supervised Machine Learning ◽  
Machine Learning Techniques ◽  
Team Members ◽  
Group Outcomes ◽  
Learning Techniques ◽  
Human Volunteers ◽  
Hidden Profile

Algorithmic agents, popularly known as bots, have been accused of spreading misinformation online and supporting fringe views. Collectives are vulnerable to hidden-profile environments, where task-relevant information is unevenly distributed across individuals. To do well in this task, information aggregation must equally weigh minority and majority views against simple but inefficient majority-based decisions. In an experimental design, human volunteers working in teams of 10 were asked to solve a hidden-profile prediction task. We trained a variational auto-encoder (VAE) to learn people's hidden information distribution by observing how people's judgements correlated over time. A bot was designed to sample responses from the VAE latent embedding to selectively support 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 small, the bot presence significantly influenced opinion dynamics and individual accuracy. These findings show that self-supervised machine learning techniques can be used to design algorithms that can sway opinion dynamics and group outcomes.

Exploring Measures of Team Knowledge

1998 ◽  
Vol 42 (3) ◽  
pp. 215-219 ◽  
Author(s):  
Nancy J. Cooke ◽  
Rene'e Stout ◽  
Krisela Rivera ◽  
Eduardo Salas
Keyword(s):  
Team Performance ◽  
Situation Awareness ◽  
Relevant Information ◽  
Team Cognition ◽  
Unique Role ◽  
Team Members ◽  
Team Situation Awareness ◽  
Pathfinder Network ◽  
Knowledge Similarity ◽  
Share Information

Team cognition is more than the aggregate cognition of team members. It is an emerging feature, worthy of study in its own right. In this paper we investigate potential metrics of team knowledge in the context of a broader exploratory study on measures of team knowledge, performance, and situation awareness. Team members assumed different roles in a three-person synthetic task in which they were presented with unique role-relevant information. Successful accomplishment of team objectives required team members to share information. The focus of this paper is on one of several measures collected which required judgments of pairwise relatedness ratings for mission-relevant terms. These data were submitted to Pathfinder network scaling and used to derive three metrics of team knowledge: knowledge accuracy, interpositional knowledge, and knowledge similarity. The metrics revealed different perspectives on team knowledge and were generally predictive of team performance and team situation awareness.

Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

2017 ◽  
Vol 76 (3) ◽  
pp. 91-105 ◽  
Author(s):  
Vera Hagemann
Keyword(s):  
Team Performance ◽  
Reliability And Validity ◽  
Future Research ◽  
German Language ◽  
Team Members ◽  
Collective Orientation ◽  
Team Research ◽  
German Speaking ◽  
Individual Variables ◽  
The Individual

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.

Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance

2021 ◽  
pp. 001872672110029
Author(s):  
Yuying Lin ◽  
Mengxi Yang ◽  
Matthew J Quade ◽  
Wansi Chen
Keyword(s):  
Goal Orientation ◽  
Team Performance ◽  
Social Information Processing ◽  
Negative Relationship ◽  
Bottom Line ◽  
Team Members ◽  
Processing Theory ◽  
Using Data ◽  
Exclusive Focus ◽  
Avoidance Goal

How do supervisors who treat the bottom line as more important than anything else influence team success? Drawing from social information processing theory, we explore how and when supervisor bottom-line mentality (i.e. an exclusive focus on bottom-line outcomes at the expense of other priorities) exerts influence on the bottom-line itself, in the form of team performance. We argue that a supervisor’s bottom-line mentality provides significant social cues for the team that securing bottom-line objectives is of sole importance, which stimulates team performance avoidance goal orientation, and thus decreases team performance. Further, we argue performing tension (i.e. tension between contradictory needs, demands, and goals), serving as team members’ mutual perception of the confusing environment, will strengthen the indirect negative relationship between supervisor bottom-line mentality and team performance through team performance avoidance goal orientation. We conduct a path analysis using data from 258 teams in a Chinese food-chain company, which provides support for our hypotheses. Overall, our findings suggest that supervisor’s exclusive focus on the bottom-line can serve to impede team performance. Theoretical contributions and practical implications are discussed.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

A Toolkit to Assist Researchers to More Efficiently Conduct Experiments Assessing Human State

2017 ◽  
Vol 61 (1) ◽  
pp. 2032-2036 ◽  
Author(s):  
Bethany K. Bracken ◽  
Noa Palmon ◽  
David Koelle ◽  
Mike Farry
Keyword(s):  
Real Time ◽  
Team Performance ◽  
Team Member ◽  
Sensor Data ◽  
Team Members ◽  
Augmentation Strategies ◽  
Experimental Protocols ◽  
Multiple Sensor ◽  
Support Research

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.

scholarly journals Team Perfectionism and Team Performance: A Prospective Study

2014 ◽  
Vol 36 (3) ◽  
pp. 303-315 ◽  
Author(s):  
Andrew P. Hill ◽  
Joachim Stoeber ◽  
Anna Brown ◽  
Paul R. Appleton
Keyword(s):  
Team Performance ◽  
Team Sports ◽  
Personality Characteristic ◽  
Latent Growth ◽  
Team Members ◽  
Individual Level ◽  
Curve Modeling ◽  
Personal Performance ◽  
A Prospective Study ◽  
Day By Day

Perfectionism is a personality characteristic that has been found to predict sports performance in athletes. To date, however, research has exclusively examined this relationship at an individual level (i.e., athletes’ perfectionism predicting their personal performance). The current study extends this research to team sports by examining whether, when manifested at the team level, perfectionism predicts team performance. A sample of 231 competitive rowers from 36 boats completed measures of self-oriented, team-oriented, and team-prescribed perfectionism before competing against one another in a 4-day rowing competition. Strong within-boat similarities in the levels of team members’ team-oriented perfectionism supported the existence of collective team-oriented perfectionism at the boat level. Two-level latent growth curve modeling of day-by-day boat performance showed that team-oriented perfectionism positively predicted the position of the boat in midcompetition and the linear improvement in position. The findings suggest that imposing perfectionistic standards on team members may drive teams to greater levels of performance.

Individuals' psychosocial voice barriers in lean problem-solving teams

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Abdul Latif ◽  
Jan Vang ◽  
Rebeca Sultana
Keyword(s):  
Problem Solving ◽  
Team Performance ◽  
Mixed Method ◽  
Employee Voice ◽  
Role Perception ◽  
Voice Behavior ◽  
Content Type ◽  
Team Members ◽  
Problem Solving Teams ◽  
Prosocial Voice

PurposeVoice role identification and the psychosocial voice barriers represented by implicit voice theories (IVTs) affect lean team members' prosocial voice behavior and thereby lean team performance. This paper investigates how role definition and IVTs influence individual lean team-members' prosocial voice behavior during lean implementation.Design/methodology/approachThis research was conducted in four case readymade garment (RMG) factories in Bangladesh following a mixed-method research approach dominated by a qualitative research methodology. Under the mixed-method design, this research followed multiple research strategies, including intervention-based action research and case studies.FindingsThe findings suggest that voice role perception affects the voice behavior of the individual lean team members. The findings also demonstrate that voice role definition significantly influences individually held implicit voice beliefs in lean teams.Research limitations/implicationsThis research was conducted in four sewing lines in four RMG factories in Bangladesh. There is a need for a cross-sector and cross-country large-scale study that follows the quantitative research methods in different contexts.Practical implicationsThis research contributes to the operations management literature, especially in lean manufacturing, by presenting the difficulties of mobilizing employee voice in lean problem-solving teams. This work provides new knowledge to managers to address challenges and opportunities to ensure decent work and to improve productivity.Originality/valueThis research raises a key issue of employee voice and its influence on lean performance which addresses two critical areas of employee voice behavior in lean teams: team-members' voice role perception and implicit voice beliefs that influence their voice behavior in the workplace, thereby influencing team performance.

Cultural values, entrepreneurial team structure and performance of SMEs

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammad Bashokuh-E-Ajirloo ◽  
Bahman Khodapanah ◽  
Mehdi Alizadeh ◽  
Mehdi Ebrahimzadeh
Keyword(s):  
Cultural Values ◽  
Team Performance ◽  
Discriminant Validity ◽  
Content Type ◽  
Team Members ◽  
Team Structure ◽  
Entrepreneurial Teams ◽  
Reliability Indicator ◽  
Entrepreneurial Team ◽  
And Performance

PurposeThe main objective of this study is to explain the relationship between members' cultural values on structure and performance of the entrepreneurial teams that located in Tehran.Design/methodology/approachData used in this study are collected by a questionnaire distributed among managers and other executive members of SMEs located in Tehran. One hundred and thirty-nine participants completed the questionnaires, and their responses were analyzed using partial least squares technique. Measures showed good convergent and discriminant validity. Furthermore, Cronbach's alpha, as reliability indicator for all measures, is at the acceptable level.FindingsResearch finding shows that all hypothesis supported in Iran contex. Entrepreneurial team members' cultural values have positive and significant effect on the entrepreneurial team structure. Entrepreneurial team members' cultural values have significant effect on the entrepreneurial team performance and also, the structure of the entrepreneurial team has a positive and significant effect on the entrepreneurial team performance.Originality/valueThese studies mostly focused on technical dimensions of entrepreneurial teams and overlooked the cultural values of their members.

scholarly journals Virtual Team Leader Communication: Employee Perception and Organizational Reality

2019 ◽  
Vol 57 (4) ◽  
pp. 452-473 ◽  
Author(s):  
Sean A. Newman ◽  
Robert C. Ford ◽  
Greg W. Marshall
Keyword(s):  
Team Performance ◽  
Balanced Scorecard ◽  
Virtual Team ◽  
Performance Outcomes ◽  
Communication Effectiveness ◽  
Team Members ◽  
Leader Communication ◽  
Perceptions Of Leaders ◽  
Effective Use ◽  
The Relationship

Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.

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