Measurement of team behaviors in a Navy training environment.

Morgan, Ben B.; Glickman, Albert S.; Woodard, Elizabeth A.; Blaiwes, Arthur S.

doi:10.1037/e435202004-001

Cited by 71 publications

(71 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This division is consistent with the idea that teams develop two tracks of behavior: a teamwork track and a task-work track (Morgan et al, 1986;McIntyre and Salas, 1995;Mathieu et al, 2000).…”

Section: Part Of Team Knowledge Consists Of What Each Team Member Undsupporting

confidence: 58%

Information Distribution in Complex Systems to Improve Team Performance

Sperling

Pritchett

2006

View full text Add to dashboard Cite

Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing Instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. This study investigates the distribution of information sources within a team's environment. Specifically, this study hypothesizes that providing task specific information to individual team members will improve coordination and decision-making, and therefore team performance, at time-critical tasks. Major themes addressed in this research include teams and team processes, mental models, team mental models, work domain analysis, and hierarchical task analysis. Furthermore, the theory behind the development of complementary models is introduced.The findings are presented of two experiments examining the effects of imposing different information distribution strategies that range from no complementariness to full complementariness of information. Team communication, team and individual task performance, workload, and timeliness and effectiveness of team decision making were assessed in nominal and off-nominal conditions. The first experiment used a fixed base automobile-driving simulator, while the second experiment used a UH-60 Black Hawk full motion helicopter flight simulator.The results of these experiments provide empirical evidence that providing task relevant information to individual team members in a time-critical environment, while limiting their access to non-relevant information, improves individual and team performance. The findings of this research provide new insights into how the distribution of information among team members effects the development of mental models and information requirements, team and individual performance, and communications, and highlight several directions for future research.

show abstract

Section: Part Of Team Knowledge Consists Of What Each Team Member Undsupporting

confidence: 58%

Information Distribution in Complex Systems to Improve Team Performance

Sperling

Pritchett

2006

View full text Add to dashboard Cite

show abstract

“…It has been suggested that taskwork behaviors are specific to the task being performed and may differ greatly among teams. Teamwork behaviors, on the other hand, are more general (i.e., the behavioral requirements of teamwork are independent of the task being performed), and similar teamwork behaviors can be observed across a variety ofteam tasks (Morgan et al, 1986). Thus, high levels of fidelity may not be necessary for testing theories regarding teamwork if the lower fidelity simulation is adequately demanding (i.e., if the task is interdependent and imposes a sufficiently high workload).…”

Section: Defiding a Teammentioning

confidence: 99%

“…For the purposes of this discussion, a team will be defined as "a distinguishable set of two or more individuals who interact dynamically, interdependently and adaptively to achieve specified, shared and valued objectives" (Morgan, Glickman, Woodard, Blaiwes, & Salas, 1986). Thus, an initial prerequisite for any research paradigm designed to investigate team performance is that there be interdependence of team members.…”

Section: Defiding a Teammentioning

confidence: 99%

Games teams play: A method for investigating team coordination and performance

Bowers

Salas

Prince

et al. 1992

Behavior Research Methods, Instruments, & Computers

View full text Add to dashboard Cite

“…Back up behavior is critical to both the social and task performance of teams and has been generally defined as helping other team members perform their role (Dickinson & Backing Up Others 4 McIntyre, 1997;McIntyre & Salas, 1995;Morgan, Glickman, Woodward, Blaiwes, & Salas, 1986). To effectively engage in backing up behaviors, team members must have an understanding of their team member's job and be both willing and able to provide and seek assistance when needed.…”

Section: Backing Up Behavior As a Constructmentioning

confidence: 99%

Backing Up Behaviors in Teams: The Role of Personality and Legitimacy of Need

Porter¹,

Hollenbeck²,

Ilgen³

et al. 2002

View full text Add to dashboard Cite

Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. Backing Up Others 2 REPORT DATE AbstractBacking up behavior has generally been defined as helping other team members perform their roles and is thought to be critical for effective performance in teams. To date, there has been no empirical investigation of backing up in teams, despite its importance. We develop and test an input process output model of backing up behavior in teams, proposing that backing up behavior in teams can be predicted at the team level by two types of team inputs: (1) team composition characteristics in terms of the personality of the members of the team and (2) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for backing up behavior by members of the team. Results from a study of 71 teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, legitimacy also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams. Backing Up Others 3 Backing Up Behaviors in Teams:The Role of Personality and Legitimacy of Need While researchers and organizational practitioners have long been aware of the criticality of teamwork to effective team performance, to date, many of the specific aspects of teamwork have received little or no empirical attention. McIntyre and Salas (1995) identified four essential aspects of teamwork (performance monitoring, closed-loop communication, feedback, and backing up behaviors). They further suggested that backing up behaviors, the degree to which team members effectively help each other perform their roles, is perhaps the most critical of these four components of teamwork. Specifically, they noted that, "this skill is at the heart of teamwork, for it makes the team truly operate as more than the sum of its parts" (p. 26).The purpose of the present study was to extend the empirical literature on teamwork by focusing on backing up behaviors in work teams. The model tested here is based on an input process out...

show abstract

Measurement of team behaviors in a Navy training environment.

Cited by 71 publications

References 0 publications

Information Distribution in Complex Systems to Improve Team Performance

Information Distribution in Complex Systems to Improve Team Performance

Games teams play: A method for investigating team coordination and performance

Backing Up Behaviors in Teams: The Role of Personality and Legitimacy of Need

Contact Info

Product

Resources

About