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This paper evaluates team SA in air combat simulations. Team composition (in terms of diversity in team members' experience) as a factor that could influence team SA is analyzed in a study of 16 military fighter pilots performing simulated air combat missions in teams of two. The study used different measures to assess team SA, including SAGAT, self-appraisal, appraisal of teammate's state, and teamwork behavior and communication. The analysis of intercorrelations between different measures of team SA shows that they are not fully overlapping. The results show high association between good SA and team interaction as measured by information sharing and feedback, support, and backup behavior. The results also suggest the potential negative impact of diversity in team members' experience on team SA and interaction processes. Finally, we reveal that teams that perform well are characterized by individuals with high SA related to own task, well-calibrated confidence level, and good team interaction. On the other hand, teams that perform well do not necessarily do better in estimating their self-SA and teammate's status.

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In this paper, we present our definition and multi-method approach to assess team SA, followed by an application of the measurement approach in a simulated air combat environment. In the simulation, team SA is measured using Situation Awareness Global Assessment Technique (SAGAT) on the elements related to own and teammate's responsibilities, confidence level on the accuracy of SAGAT responses, and awareness of teammate's workload and SA levels. The interrelationships between various measures of team SA, and between each measure of team SA and teamwork behavior and performance outcome are analyzed. The result suggests that team SA is a multi-dimensional construct, and that each aspect can be developed from different information sources. The correlation analyses with teamwork behavior measures reveal the strong associations between team SA and information sharing and backup behavior. Finally, SAGAT scores, confidence bias, and backup behavior are found to have strong associations with team performance outcome.

In this paper, we explore the concept of confidence bias in Situation Awareness (SA), i.e., the perception of own situational knowledge, a metacognition aspect of SA. Two studies were conducted to evaluate the nature of confidence bias across the present and future status, and across individual and team missions, as well as its relation with performance outcome. The results from both studies were consistent. Participants' confidence bias was higher in the future than present status, but did not differ significantly across individual and team missions. Participants who had lower confidence bias were found to have better performance.