Information Flow and Development of Coordination in Distributed Supervisory Control Teams

Abstract

This article presents results of a study to examine the flow of information between members of a new task team conducting a distributed supervisory control task. The emphasis of this project was on the effects of information presentation and message transmission delays on the development of effective information flow among human operators. The project focused on the earliest stages of team performance to explore how teams begin to refine distributed task coordination. The task simulation used in this project was a distributed navigation task based on a commercially available computer game (Spectre VRTM). Teams of three ("out the window" [OTW] observer, "long-range radar" observer, and a driver without direct visual information) were required to navigate a vehicle in a dynamic and potentially hostile environment containing obstacles and moving hazards. The goal of the task was to accumulate points through capturing flags. Information presentation was manipulated through standard game selections of wireframe versus filled polygon graphics rendering and the optional presentation of hints about visible objects to the OTW observer. Message transmission between the observers and the driver was also manipulated through changing communication baud rates between computers. A total of 51 undergraduate student teams participated in the study. Results indicated that the number of words exchanged between observers and the driver was a significant covariate affecting team performance (measured by number of flags captured and total score). Presentation of hints negatively affected team total score and flags captured. The interaction of graphics shapes and hints combined to have a significant effect on total score. These results are discussed in terms of shared mental models and information exchange needs to support coordinated task performance implications for future team-based human-system interface designs.

Dynamics of communication in emergency management

“…For example, in a study by Foushee et al, (1986) the performance of flight crews depended on the amount of task-relevant talk. Similarly, Caldwell and Everhart (1996) found that the number of words exchanged between team members was a significant covariate of performance in a simulated navigation task. Yet under some circumstances, these team-related activities may also compete with other demands on the resources of individuals.…”

Information Presentation in Decision Making Support for Colorectal Cancer Screening

“…In addition, only information at the right level of details to the corresponding decision making context should be conveyed to decision makers (Garrett & Caldwell, 2002). And these information should be communicated following human factor principles, concerning information sharing and information alignment within a decision making task (Caldwell & Everhart, 1998). Plus, as Edward R. Tufte suggested in the second chapter of Visual Explanations (1997), evidence for decision making should also provide quantitative comparisons, which is another human factors principle that not incorporated into the existing clinical guidelines.…”

The organizational science of disaster/terrorism prevention and response: Theory‐building toward the future of the field

“…Task-work involves execution of individual and team operational tasks; while teamwork relates to skills involving coordinating activities, sharing information, and implementing appropriate strategies (Caldwell & Evaerhart, 1996;Dunn, Lewandowsky, & Kirshner, 2002;Marks, Zaccaro, & Mathieu, 2000). Both quality and quantity of communication processes seem to be important determinants of action team performance; and many catastrophe-focused organizations acknowledge the need for improved communication and coordination during emergencies response (e.g., Department of Homeland Security, 2009;Jackson et al, 2004;Siegel, 2005;NCOTAUUS, 2004;Taras, 2006;Torrey et al, 2008).…”

“…Levy (2007) and Garnett and Kouzmin (2007) argue that technical systems and organizational cultures modify and moderate each other such that information processing and knowledge management become a subjective product of their interaction (see also Bunderson & Sutcliffe, 2002;Vaughan, 1996). Birnholtz and Finholt (2008), Caldwell and Evaerhart (1996), Fleming and Waguespark (2007), Hazy (2006), Leonard and Howitt (2007), and Torrey et al (2008) make the case for the interaction of organizational leadership and technical systems as influences on organizational performance in catastrophic situations. Vaughan (1996) documents how the organizational cultural influences that shaped decision making in the Space Shuttle program prior to the Challenger disaster came from an interaction of professional (engineering, in particular) culture, experience over time with technology, and evolving socio-cultural thinking and interaction norms.…”