Many multi-agent systems consist of a complex network of autonomous yet interdependent agents. Examples of such networked multi-agent systems include supply chains and sensor networks. In these systems, agents have a select set of other agents with whom they interact based on environmental knowledge, cognitive capabilities, resource limitations, and communications constraints. Previous findings have demonstrated that the structure of the artificial social network governing the agent interactions is strongly correlated with organizational performance. As multi-agent systems are typically embedded in dynamic environments, we wish to develop distributed, on-line network adaptation mechanisms for discovering effective network structures. Therefore, within the context of dynamic team formation, we propose several strategies for agentorganized networks (AONs) and evaluate their effectiveness for increasing organizational performance.

We present xBD, a new, large-scale dataset for the advancement of change detection and building damage assessment for humanitarian assistance and disaster recovery research. Natural disaster response requires an accurate understanding of damaged buildings in an affected region. Current response strategies require in-person damage assessments within 24-48 hours of a disaster. Massive potential exists for using aerial imagery combined with computer vision algorithms to assess damage and reduce the potential danger to human life. In collaboration with multiple disaster response agencies, xBD provides pre-and post-event satellite imagery across a variety of disaster events with building polygons, ordinal labels of damage level, and corresponding satellite metadata. Furthermore, the dataset contains bounding boxes and labels for environmental factors such as fire, water, and smoke. xBD is the largest building damage assessment dataset to date, containing 850,736 building annotations across 45,362 km 2 of imagery.

Previous studies of team formation in multi-agent systems have typically assumed that the agent social network underlying the agent organization is either not explicitly described or the social network is assumed to take on some regular structure such as a fully connected network or a hierarchy. However, recent studies have shown that real-world networks have a rich and purposeful structure, with common properties being observed in many different types of networks. As multi-agent systems continue to grow in size and complexity, the network structure of such systems will become increasing important for designing efficient, effective agent communities.We present a simple agent-based computational model of team formation, and analyze the theoretical performance of team formation in two simple classes of networks (ring and star topologies). We then give empirical results for team formation in more complex networks under a variety of conditions. From these experiments, we conclude that a key factor in effective team formation is the underlying agent interaction topology that determines the direct interconnections among agents. Specifically, we identify the property of diversity support as a key factor in the effectiveness of network structures for team formation. Scale-free networks, which were developed as a way to model real-world networks, exhibit short average path lengths and hub-like structures. We show that these properties, in turn, result in higher diversity support; as a result, scale-free networks yield higher organizational efficiency than the other classes of networks we have studied.

Networked multi-agent systems are comprised of many autonomous yet interdependent agents situated in a virtual social network. Two examples of such systems are supply chain networks and sensor networks. A common challenge in many networked multi-agent systems is decentralized team formation among the spatially and logically extended agents. Even in cooperative multi-agent systems, efficient team formation is made difficult by the limited local information available to the individual agents. We present a model of distributed multi-agent team formation in networked multi-agent systems, describe a policy learning framework for joining teams based on local information, and give empirical results on improving team formation performance. In particular, we show that local policy learning from limited information leads to a significant increase in organizational team formation performance compared to a random policy.

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