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OBJECTIVE: This study investigates how team cognition occurs in care transitions from operating room (OR) to intensive care unit (ICU). We then seek to understand how the sociotechnical system and team cognition are related. BACKGROUND: Effective handoffs are critical to ensuring patient safety and have been the subject of many improvement efforts. However, the types of team-level cognitive processing during handoffs have not been explored, nor is it clear how the sociotechnical system shapes team cognition. METHOD: We conducted this study in an academic, Level 1 trauma center in the Midwestern United States. Twenty-eight physicians (surgery, anesthesia, pediatric critical care) and nurses (OR, ICU) participated in semi-structured interviews. We performed qualitative content analysis and epistemic network analysis to understand the relationships between system factors, team cognition in handoffs and outcomes. RESULTS: Participants described three team cognition functions in handoffs-(1) information exchange, (2) assessment, and (3) planning and decision making; information exchange was mentioned most. Work system factors influenced team cognition. Inter-professional handoffs facilitated information exchange but included large teams with diverse backgrounds communicating, which can be inefficient. Intra-professional handoffs decreased team size and role diversity, which may simplify communication but increase information loss. Participants in inter-professional handoffs reflected on outcomes significantly more in relation to system factors and team cognition (p < 0.001), while participants in intra-professional handoffs discussed handoffs as a task. CONCLUSION: Handoffs include team cognition, which was influenced by work system design. Opportunities for handoff improvement include a flexibly standardized process and supportive tools/technologies. We recommend incorporating perspectives of the patient and family in future work.

As AI technologies advance, teams are beginning to see AI transition from a tool to a full-fledged teammate. Introducing an AI teammate brings several challenges, ranging from how human teammates perceive their new AI teammates from an affective standpoint to how AI should engage in the various teaming behaviors that make up effective teamwork. The current study used a mixed factorial survey and structural equation modeling to assess how participants in hypothetical human-AI teams respond to various forms of AI information-sharing, including information related to explainability, back-up behavior, situational awareness, and augmenting team memory. The study's results found that AI design features related to situational awareness and augmenting the teams' memory had the strongest effect on participants' attitudes and perceived team cognition with their teammates. However, much of this effect was mediated by participants' affective attitudes towards the AI as a teammate, with higher ratings leading directly to higher levels of perceived team cognition constructs. These results highlight the importance of fostering positive attitudes towards AI teammates, such as trust and cohesion in human-AI teams, to support the development of effective team cognition and the ability of AI information-sharing to bring about such positive impacts. [ABSTRACT FROM AUTHOR]

Objective: We review the current state-of-the-art in team cognition research, but more importantly describe the limitations of existing theories, laboratory paradigms, and measures considering the increasing complexities of modern teams and the study of team cognition. Background: Research on, and applications of, team cognition has led to theories, data, and measures over the last several decades. Method: This article is based on research questions generated in a spring 2022 seminar on team cognition at Arizona State University led by the first author. Results: Future research directions are proposed for extending the conceptualization of teams and team cognition by examining dimensions of teamness; extending laboratory paradigms to attain more realistic teaming, including nonhuman teammates; and advancing measures of team cognition in a direction such that data can be collected unobtrusively, in real time, and automatically. Conclusion: The future of team cognition is one of the new discoveries, new research paradigms, and new measures. Application: Extending the concepts of teams and team cognition can also extend the potential applications of these concepts. [ABSTRACT FROM AUTHOR]

Objective: This study aimed to analyze effective teamwork at security checkpoints by investigating how security crews communicate in different (routine and threat) situations. Background: Working at an airport security screening checkpoint is challenging. Although tasks and processes are highly regulated and standardized due to legal requirements, security screeners must be trained to deal with unforeseen threat situations involving high levels of uncertainty. Therefore, security crews need to engage in flexible and adaptive coordination according to the situation and circumstances. Method: We conducted a field study with 20 airport security screening crews comprising 100 security screeners. Teamwork in terms of interaction between crew members was measured, differentiating between proactive "push" communication and information on request representing "pull" communication. Furthermore, non-task related communication was assessed. Results: While crews showed non-task related communication more in routine situations, both task-related "push" and "pull" communication occurred more in threat situations. In terms of team performance, we could show significant positive effects of proactive "push" communication and non-task related interaction in threat situations. Conclusion: Our results underscore the specific setting of airport security screening and the challenges that arise for teamwork. This study investigates professional screeners and passengers in the field. In contrast to other high-risk areas, security crews are confronted with a third party that complicates coordination strategies considered effective in previous studies. Application: Our findings recommend situation-specific communication strategies for practical training for airport security screening crews. [ABSTRACT FROM AUTHOR]

Although sport psychology consultants (SPCs) have reported using movie clips in the services they provide to athletes and sport teams, little attention has been given to how such clips are used, particularly in the context of team building. This paper presents practitioner guidelines for using movie clips in the context of team building by describing an intervention that was conducted with a high-performance men's intercollegiate ice hockey team. Practical considerations (i.e., timing the intervention, selecting the movie clip, and working with the movie clip during the intervention) and research/theory-based principles (i.e., emotional tagging, providing contextual information, empathic connection, and metaphorical imagery) are discussed. Reflections on the process and potential future directions are presented. [ABSTRACT FROM AUTHOR]

Interaction has been recognised as an essential lens to understand how cognition is formed in a complex adaptive team such as a multidisciplinary crisis management team (CMT). However, little is known about how interactions within and across CMTs give rise to the multi-team system's overall cognitive functioning, which is essential to avoid breakdowns in coordination. To address this gap, we characterise and compare the component CMTs' role-as-intended (RAI) and role-as-observed (RAO) in adapting to the complexity of managing informational needs. To characterise RAI, we conducted semi-structured interviews with subject matter experts and then made a qualitative synthesis using a thematic analysis method. To characterise RAO, we observed multiteam interaction networks in real-time at a simulated training environment and then analysed the component CMTs' relative importance using node centrality measures. The resulting inconsistencies between RAI and RAO imply the need to investigate cognition in multiple CMTs through the lens of interaction. Practitioner summary: When a disaster occurs, multidisciplinary CMTs are expected to serve their roles as described in written or verbal guidelines. However, according to our naturalistic observations of multiteam interaction networks, such descriptions may be (necessary but) insufficient for designing, training, and evaluating CMTs in the complexity of managing informational needs together. [ABSTRACT FROM AUTHOR]

Objective: This review and synthesis examines approaches for measuring and assessing team coordination dynamics (TCD). The authors advance a system typology for classifying TCD approaches and their applications for increasing levels of dynamic complexity. Background: There is an increasing focus on how teams adapt their coordination in response to changing and uncertain operational conditions. Understanding coordination is significant because poor coordination is associated with maladaptive responses, whereas adaptive coordination is associated with effective responses. This issue has been met with TCD approaches that handle increasing complexity in the types of TCD teams exhibit. Method: A three-level system typology of TCD approaches for increasing dynamic complexity is provided, with examples of research at each level. For System I TCD, team states converge toward a stable, fixed-point attractor. For System II TCD, team states are periodic, which can appear complex, yet are regular and relatively stable. In System III TCD, teams can exhibit periodic patterns, but those patterns change continuously to maintain effectiveness. Results: System I and System II are applicable to TCD with known or discoverable behavioral attractors that are stationary across mid-to long-range timescales. System III TCD is the most generalizable to dynamic environments with high requirements for adaptive coordination across a range of timescales. Conclusion: We outline current challenges for TCD and next steps in this burgeoning field of research. Application: System III approaches are becoming widespread, as they are generalizable to time- and/or scale-varying TCD and multimodal analyses. Recommendations for deploying TCD in team settings are provided. [ABSTRACT FROM AUTHOR]

Athletes act intentionally and adaptively for achieving task goals in sport performance environments. The ecological dynamics approach to decision making understands the performer‐environment system as the unit of analysis to understand behavior, where action is not just limited to processes occurring in the individual (e.g., information-processing theories) or in the environment (behaviorist approaches) but implies the close link between the two. In the present article we synthesize the key tenets of the ecological dynamics theoretical framework and describe how both individual and group decision-making in sport can be understood. We explain how behavior and decision-making are based upon self-organized processes, from which functional synergies emerge, paving the way for expert performance in individuals and groups. Specifically, considering group decision-making, we describe how team members are coordinated in the complex system that the team is. Finally, we suggest that the ecological dynamics approach is a well-suited framework to research individual and team cognition, with many applications to practice.

Objective: The aim of this study was to examine how task, social, and situational factors shape work patterns, information networks, and performance in spaceflight multiteam systems (MTSs). Background: Human factors research has explored the task and individual characteristics that affect decisions regarding when and in what order people complete tasks. We extend this work to understand how the social and situational factors that arise when working in MTSs affect individual work patterns. Methods: We conducted a complex multi-site space analog simulation with NASA over the course of 3 years. The MTS task required participants from four teams (Geology, Robotics, Engineering, and Human Factors) to collaborate to design a well on Mars. We manipulated the one-way communication delay between the crew and mission support: no time lag, 60-second lag, and 180-second lag. Results: The study revealed that team and situational factors exert strong effects: members whose teams have less similar mental models, those whose teams prioritize their team goal over the MTS goal, and those working in social isolation and/or under communication delay engage longer on tasks. Time-on-task positively predicts MTS information networks, which in turn positively predict MTS performance when communication occurs with a delay, but not when it occurs in real-time. Conclusion: Our findings contribute to research on task management in the context of working in teams and multiteam systems. Team and situational factors, along with task factors, shape task management behavior. Application: Social and situational factors are important predictors of task management in team contexts such as spaceflight MTSs. [ABSTRACT FROM AUTHOR]

The aim of this study was to explore interaction of interprofessional hospital trauma teams. A theory about how team cognition is developed through a dynamical process was established using grounded theory methodology. Video recordings of in-real-life resuscitations performed in the emergency ward of a Scandinavian mid-size urban hospital were collected and eligible for inclusion using theoretical sampling. By analyzing interactions during seven trauma resuscitations, the theory that trauma teams perform patient assessment and resuscitation by alternating between two process modes, the two main categories "team positioning" and "sensitivity to the patient," was generated. The core category "working with split vision" explicates how the teams interplay between the two modes to coordinate team focus with an emergent mental model of the specific situation. Split vision ensures that deeper aspects of the team, such as culture, knowledge, empathy, and patient needs are absorbed to continuously adapt team positioning and create precision in care for the specific patient. [ABSTRACT FROM AUTHOR]

The dynamical hypothesis claims that cognitive systems, such as teams, are dynamical systems (i.e., an interdependent collection of individuals and their technology that change together over time). Following this hypothesis, team researchers have adopted dynamical approaches to better understand the team cognitive processes and states that form team cognition, as well as how they emerge over time. One approach focuses on team coordination dynamics, which examines the coupling of signals between interacting individuals in various modalities, and has been shown to reflect aspects of team functioning including team cognition. However, how changes in team coordination relate to high‐level team cognitive processes and states, as well as important events, are not yet fully understood. To this end, we advance a methodological framework for researching team cognition under the dynamical hypothesis. Subsequently, we provided an empirical case‐study application of this framework. Thereby, this work contributes methodologically and empirically to a deeper understanding of team cognition, the dynamical hypothesis, and the synergy between them. [ABSTRACT FROM AUTHOR]

Athletes act intentionally and adaptively for achieving task goals in sport performance environments. The ecological dynamics approach to decision making understands the performer-environment system as the unit of analysis to understand behavior, where action is not just limited to processes occurring in the individual (e.g., information-processing theories) or in the environment (behaviorist approaches) but implies the close link between the two. In the present article we synthesize the key tenets of the ecological dynamics theoretical framework and describe how both individual and group decision-making in sport can be understood. We explain how behavior and decision-making are based upon self-organized processes, from which functional synergies emerge, paving the way for expert performance in individuals and groups. Specifically, considering group decision-making, we describe how team members are coordinated in the complex system that the team is. Finally, we suggest that the ecological dynamics approach is a well-suited framework to research individual and team cognition, with many applications to practice. [ABSTRACT FROM AUTHOR]

For cross-disciplinary teams to be effective, what knowledge should be shared and what knowledge should remain unique to individual team members? We adopted a mixed-method approach using a sample of grantfunded teams composed of principal and co-principal investigators of diverse disciplines. Interviewees and survey respondents especially favored knowledge similarity over uniqueness for team vision and teamwork, but less preference for convergence emerged for research outcomes and research content (theory, operational details of methodology, analysis). Moreover, more team knowledge convergence was associated with higher perceived collaboration satisfaction and trended in the direction of more grants, publications, and conference presentations. [ABSTRACT FROM AUTHOR]

Pediatric care transitions are important to patient safety, and improved methods to provide feedback about care transitions may lead to improvement. We conducted a secondary analysis of five simulations of the handoff of a pediatric trauma patient from the operating room (OR) to the pediatric intensive care unit (PICU) at a high-fidelity simulation center in the Midwestern United States using practicing clinicians as participants. By synthesizing literature with a qualitative content analysis of the simulation recordings, we identified communication content for these transitions: patient information, anesthesia information, surgical information, nursing information, equipment and technology transfer, patient transfer, professional environment, and simulation. We then used the five simulations to demonstrate use of natural language processing (NLP) models to classify communication content and team cognition behaviors, which could automate real-time evaluation of handoffs. We coded the communication content and behavior of each utterance of the simulations to test and train six support vector machine (SVM) models. Our most frequent communication content codes on average were anesthesia information (19.6 occurrences) followed by surgical information (17.6 occurrences). We found that a SVM model utilizing K-fold stratification with hyperparameter sensitivity analysis best classified communication content and behaviors, with accuracy scores of 74.19% and 54.84%, respectively. We believe our model could be improved through training with a larger dataset from real-life handoffs. Our communication content codes are organized according to what role is likely to provide that information, but handoff protocols must be explicitly team-based to allow team members to share information regardless of role.

Built structures, such as animal nests or buildings that humans occupy, serve two overarching purposes: shelter and a space where individuals interact. The former has dominated much of the discussion in the literature. But, as the study of collective behaviour expands, it is time to elucidate the role of the built environment in shaping collective outcomes. Collective behaviour in social animals emerges from interactions, and collective cognition in humans emerges from communication and coordination. These collective actions have vast economic implications in human societies and critical fitness consequences in animal systems. Despite the obvious influence of space on interactions, because spatial proximity is necessary for an interaction to occur, spatial constraints are rarely considered in studies of collective behaviour or collective cognition. An interdisciplinary exchange between behavioural ecologists, evolutionary biologists, cognitive scientists, social scientists, architects and engineers can facilitate a productive exchange of ideas, methods and theory that could lead us to uncover unifying principles and novel research approaches and questions in studies of animal and human collective behaviour. This article, along with those in this theme issue aims to formalize and catalyse this interdisciplinary exchange.This article is part of the theme issue 'Interdisciplinary approaches for uncovering the impacts of architecture on collective behaviour'.

Team cognition can be defined as the ability that humans haveto coordinate with others through a complex environment.Sports offer exquisite examples of this dynamic interplayrequiring decision making and other perceptual-cognitiveskills to adjust individual decisions to the team self-organization and vice-versa. Considering players of a team asperiodic phase oscillators, synchrony analyses can be used tomodel the coordination of a team. Nonetheless, a mainlimitation of current models is that collective behavior iscontext independent. In other words, players of a team can behighly synchronized without this corresponding to ameaningful coordination dynamics relevant to the context ofthe game. Considering these issues, the aim of this study wasto develop a method of analysis sensitive to the context forevidence-based measures of team cognition.

Objective: The purpose of this study is to understand the communication among care teams during telemedicine-enabled stroke consults in an ambulance. Background: Telemedicine can have a significant impact on acute stroke care by enabling timely intervention in an ambulance before a patient reaches the hospital. However, limited research has been conducted on understanding and supporting team communication during the care delivery process for telemedicine-enabled stroke care in an ambulance. Method: Video recordings of 13 simulated stroke telemedicine consults conducted in an ambulance were coded to document the tasks, communication events, and flow disruptions during the telemedicine-enabled stroke care delivery process. Results: The majority (82%) of all team interactions in telemedicine-enabled stroke care involved verbal interactions among team members. The neurologist, patient, and paramedic were almost equally involved in team interactions during stroke care, though the neurologist initiated 48% of all verbal interactions. Disruptions were observed in 8% of interactions, and communication-related issues contributed to 44%, with interruptions and environmental hazards being other reasons for disruptions in interactions during telemedicine-enabled stroke care. Conclusion: Successful telemedicine-enabled stroke care involves supporting both verbal and nonverbal communication among all team members using video and audio systems to provide effective coverage of the patient for the clinicians as well as vice versa. Application: This study provides a deeper understanding of team interactions during telemedicine-enabled stroke care that is essential for designing effective systems to support teamwork. [ABSTRACT FROM AUTHOR]

In a complex system, a heterogeneous team with diverse expertise should coordinate to solve complex problems. However, goal differences and various information systems have been identified as causing operational disconnects and resource competition between agents. This research, based on Changi Airport, Singapore, investigates the relationship among information sharing, two types of interactions, and system outcomes by performing agent-based modeling (ABM) to obtain practical strategies for avoiding conflicts related to resource competition in heterogeneous teams. Simulation results are assessed by considering reliability and efficiency. The system with improved implicit interactions reduces fuel consumption by up to 13%. Simultaneously, both types of interactions partially improve system reliability by reducing the need for go-arounds and facilitate system efficiency by improving the overall mobility of air traffic flow. The system with a mixing pattern of interactions achieves optimal improvements. To fully leverage the potential benefits, both types of interactions should be considered integrally. Accordingly, information that reveals the onset of nonroutine scenarios should be monitored by both parties to connect implicit and explicit interactions.

Literature on Shared Mental Models (SMMs) has been burgeoning in recent years and this has provided increasingly detailed insight and evidence into the importance of SMMs within specific contexts. However, because past research predominantly focused on SMM structure as measured by diverse, context-dependent measures, a consolidated multi-dimensional measure of perceived SMMs that can be used across diverse team contexts is currently lacking. Furthermore, different conceptualizations of the dimensionality of SMMs exist, which further impedes the comparison between studies. These key limitations might hinder future development in the SMM literature. We argue that the field of SMMs has now matured enough that it is possible to take a deductive approach and evaluate the prior studies in order to refine the key SMMs dimensions, operationalizations, and measurement. Hence, we take a three-stage approach to consolidate existing literature scale-based measures of SMMs, using four samples. Ultimately, this leads to a 20-item five-dimensional scale (i.e., equipment, execution, interaction, composition, and temporal SMMs) – the Five Factor Perceived Shared Mental Model Scale (5-PSMMS). Our scale provides scholars with a tool which enables the measurement, and comparison, of SMMs across diverse team contexts. It offers practitioners the option to more straightforwardly assess perceived SMMs in their teams, allowing the identification of challenges in their teams and facilitating the design of appropriate interventions. [ABSTRACT FROM AUTHOR]

This paper, based on the survey data of 506 knowledge-based innovation team leaders, employed the regression model and adopted the bootstrap method, to explore the influence of the temporal team mental model on team performance from the perspective of team process. The study results showed that the temporal team mental model has a significant positive predictive effect on team performance; behavioral integration has a mediating effect between temporal team mental model and team performance; task complexity positively moderates the relationship between behavioral integration and team performance and moderates the mediating effects of behavioral integration. [ABSTRACT FROM AUTHOR]

Literature on Shared Mental Models (SMMs) has been burgeoning in recent years and this has provided increasingly detailed insight and evidence into the importance of SMMs within specific contexts. However, because past research predominantly focused on SMM structure as measured by diverse, context-dependent measures, a consolidated multi-dimensional measure of perceived SMMs that can be used across diverse team contexts is currently lacking. Furthermore, different conceptualizations of the dimensionality of SMMs exist, which further impedes the comparison between studies. These key limitations might hinder future development in the SMM literature. We argue that the field of SMMs has now matured enough that it is possible to take a deductive approach and evaluate the prior studies in order to refine the key SMMs dimensions, operationalizations, and measurement. Hence, we take a three-stage approach to consolidate existing literature scale-based measures of SMMs, using four samples. Ultimately, this leads to a 20-item five-dimensional scale (i.e., equipment, execution, interaction, composition, and temporal SMMs) – the Five Factor Perceived Shared Mental Model Scale (5-PSMMS). Our scale provides scholars with a tool which enables the measurement, and comparison, of SMMs across diverse team contexts. It offers practitioners the option to more straightforwardly assess perceived SMMs in their teams, allowing the identification of challenges in their teams and facilitating the design of appropriate interventions.

This paper, based on the survey data of 506 knowledge-based innovation team leaders, employed the regression model and adopted the bootstrap method, to explore the influence of the temporal team mental model on team performance from the perspective of team process. The study results showed that the temporal team mental model has a significant positive predictive effect on team performance; behavioral integration has a mediating effect between temporal team mental model and team performance; task complexity positively moderates the relationship between behavioral integration and team performance and moderates the mediating effects of behavioral integration.

This study explores how a high-reliability team (HRT) employed an informal communication norm to facilitate access to members' distributed expertise during forecast decisions, despite time pressures. The communication norm was documented during observations of U.S. National Weather Service (NWS) forecast team members' naturalistic decision making (NDM) regarding forecasts. We labeled the norm, floating. Although NWS members did not have an explicit term for their communication norm, follow-up interviews revealed they readily confirmed its existence and expressed an expectation that other members would engage in floating during collective forecast decision making. Additionally, analysis of interview data suggested floating facilitated team cognition and helped enact reluctance to simplify, sensitivity to operations, and deference to expertise. Implications for high-reliability team and organization (HRT&O) theory, naturalistic decision making, expertise, and team cognition conclude the paper. [ABSTRACT FROM AUTHOR]

Crowdsourcing cognitive science (CCS) provides a cutting-edge development strategy for scientific advancement and innovation to leverage the positive features of the platform. Utilizing the positive qualities of the platform and mitigating risk is the prime decisive task. The crowdsourcing paradigm shortens software development time by increasing the parallelism of design, coding and testing through flexible implementation. Although software development tasks using traditional paradigms were more complex and interdependent, they can be made easy using the crowdsourcing. CCS offers a new way for scientific advancement in this field. The objective of this study is to build more adaptable quality software. As per WHO/World Bank, 15% people in the world have challenges due to disabilities. In the Mission 2030 for Sustainable Development, disability cannot be seen as a hurdle for the lack of digital access and for the achievement of their human rights. It is also important to reinforce the exogenous effect in order to sustain the internal development of human capital and technology for agile process convergence. Crowd-sourced design reduces development cost, time, and effort by involving intelligence, creativity, and critical thinking of people at different levels of society. In this study, internal consistency and reliability of team are also assessed with the help of Cronbach's alpha using IBM-SPSS. The given approach has been validated for its effectiveness and verified with the help of Smart India Hackathon (SIH-2019) datasets. [ABSTRACT FROM AUTHOR]

This research assessed how the performance and team skills of three-person teams working with an Intelligent Team Tutoring System (ITTS) on a virtual military surveillance task were affected by feedback privacy, participant role, task experience, prior team experience, and teammate familiarity. Previous work in Intelligent Tutoring Systems (ITSs) has focused on outcomes for task skill training for individual learners. As research extends into intelligent tutoring for teams, both task skills and team skills are necessary for good team performance. This work includes a brief review of previous research on ITTSs, feedback, teams, and teamwork, including the recounting of two categories of a framework of teamwork performance, Communication and Cognition, which are relevant to the present study. This research examines the effects of an intelligent agent, as well as features of the team, its members, and the task being undertaken, on team communication (measured by relevant key-presses) and team situation awareness (as measured by scores on a quiz). Thirty-seven teams of three participants, each at their own computer running a multiplayer surveillance simulation, were given just-in-time private (individually delivered) or public (team-delivered) performance feedback during four 5-min trials. In the fourth trial, two of the three participants switched roles. Feedback type, teamwork experience, and teammate familiarity had no statistically significant effect on communication or team situation awareness. However, higher levels of role experience and task experience showed significant and medium-sized effects on communication performance. Results, based on performance data and structured interview responses, also revealed areas of improvement in future feedback design and a potential benchmark for feedback frequency in an action-oriented serious game-based ITTS. Among the conclusions are six design objectives for future ITTSs, establishing a foundation for future research on designing effective ITTSs that train interpersonal skills to nascent teams.

This study examines changing team cognition and cognitive artifact use as agile software development iterations progress to better understand team member interactions. The four case studies conducted observed the distributed cognition on the team changing from planning, managing, developing, and concluding tasks in iterations to deliver working functionality. Cognitive artifacts used throughout the iteration also changed. This study provides a clearer understanding of how and when team cognition and artifact use change as agile software development teams use artifacts to manage projects. Interactions between team members and artifacts move from individual to social interactions as the iteration progresses with frequent, short, continuous communication and interactions. [ABSTRACT FROM AUTHOR]

This research assessed how the performance and team skills of three-person teams working with an Intelligent Team Tutoring System (ITTS) on a virtual military surveillance task were affected by feedback privacy, participant role, task experience, prior team experience, and teammate familiarity. Previous work in Intelligent Tutoring Systems (ITSs) has focused on outcomes for task skill training for individual learners. As research extends into intelligent tutoring for teams, both task skills and team skills are necessary for good team performance. This work includes a brief review of previous research on ITTSs, feedback, teams, and teamwork, including the recounting of two categories of a framework of teamwork performance, Communication and Cognition, which are relevant to the present study. This research examines the effects of an intelligent agent, as well as features of the team, its members, and the task being undertaken, on team communication (measured by relevant key-presses) and team situation awareness (as measured by scores on a quiz). Thirty-seven teams of three participants, each at their own computer running a multiplayer surveillance simulation, were given just-in-time private (individually delivered) or public (team-delivered) performance feedback during four 5-min trials. In the fourth trial, two of the three participants switched roles. Feedback type, teamwork experience, and teammate familiarity had no statistically significant effect on communication or team situation awareness. However, higher levels of role experience and task experience showed significant and medium-sized effects on communication performance. Results, based on performance data and structured interview responses, also revealed areas of improvement in future feedback design and a potential benchmark for feedback frequency in an action-oriented serious game-based ITTS. Among the conclusions are six design objectives for future ITTSs, establishing a foundation for future research on designing effective ITTSs that train interpersonal skills to nascent teams. [ABSTRACT FROM AUTHOR]

The comprehensive review synthesizes 64 empirical studies on communication and transactive memory systems (TMS). The results reveal that (a) a TMS forms through communication about expertise; (b) as a TMS develops, communication to allocate information and coordinate retrieval increases, promoting information exchange; and (c) groups update their TMS through communicative learning. However, direct interpersonal communication is not necessary for TMS development or utilization. Nor do high-quality information-sharing processes always occur within developed TMS structures. For future research, we propose a multidimensional network approach to TMS that incorporates technologies, addresses member characteristics, considers multiple communication types, and situates groups in context. [ABSTRACT FROM AUTHOR]

In the face of increasingly prominent cyber security issues, the organization of cyber team analysts has become crucial to thwart cyber threats. Few studies have examined the functioning of the team and the interaction between individuals in a cyber defense context and how the context influences team adaptation. The present study investigates team cognition in a cyber defense context and in particular the nature of task- or team-centered communication among analysts during a cyber defense simulation exercise. Results indicate that markers of situation assessment and shared mental models are both strategically present and linked. Nevertheless, the frequency of these markers varies depending on the quantity and quality of problems encountered; in particular, variations in social support behaviors are observed. Decreasing social support behaviors during high level activities suggests the adaptation of social behaviors depending on the threats and attacks on the system. Theoretical and practical implications are discussed in terms of theories and potential consequences for strategic adaptation and team resilience. [ABSTRACT FROM AUTHOR]

In addition to the team’s shared goals, team members also often hold goals unrelated to the team. Research about such goals, which we call “extra-team goals” (ETGs), has been limited. In the current research, we examine how awareness of a team member’s ETGs affects team outcomes. A laboratory experiment examines the effects of disclosure of different types of ETGs by one team member (target) on team performance, team viability, and team satisfaction while engaging in a brainstorming task. Our findings suggest that there are significant positive effects of ETG disclosure on team performance, team viability, and team satisfaction, and that these effects are mediated by perceptions of the target’s commitment to the team’s goal.

Successful teamwork is essential to ensure critical care air transport (CCAT) patients receive effective care. Despite the importance of team performance, current training methods rely on subjective performance assessments and do not evaluate performance at the team level. Researchers have developed the Team Dynamics Measurement System (TDMS) to provide real-time, objective measures of team coordination to assist trainers in providing CCAT aircrew with feedback to improve performance. The first iteration of TDMS relied exclusively on communication flow patterns (i.e., who was speaking and when) to identify instances of various communication types such as closed loop communication (CLC). The research presented in this paper significantly advances the TDMS project by incorporating natural language processing (NLP) to identify CLC. The addition of NLP to the existing TDMS resulted in greater accuracy and fewer false alarms in identifying instances of CLC compared to the previous flow-based implementation. We discuss ways in which these improvements will facilitate instructor feedback and support further refinement of the TDMS.

Interdisciplinary teams composed of members with different expertise possess a variety of perspectives, which increases their potential for innovation. In reality, team members often fail to integrate their expertise, resulting in the team not reaching its innovative potential. It is argued the unsharedness of expertise within interdisciplinary teams has an inverted-U relationship with innovation. To explore the conditions under which the unsharedness of expertise enhances or impairs innovation, the resource-based view of organizational productivity is applied to teams. It is argued the amount and configuration of team relational and experiential resources facilitate teams' ability to integrate members' expertise for innovation. [ABSTRACT FROM AUTHOR]

In large-scale extreme events, multidisciplinary crisis management teams (CMTs) are required to function together cognitively. Despite theoretical maturity in team cognition and recurrent emphasis on cognition in the crisis management practices, no synthesis of theoretical and practical discourses is currently available, limiting empirical investigations of cognition in CMTs. To address this gap, this paper aims to review the definitions of cognition in CMTs, with a particular focus on examining if and to what extent they are diversified. Through a systematic process to search peer-reviewed journal articles published in English from 1990 to 2019, 59 articles were selected with 62 coded definitions of 11 different constructs. The similarities and variabilities of the definitions were examined in terms of their theoretical and practical emphases and then synthesised into an integrative definition expected to serve as a general guide of reference for future researchers seeking an operational definition of cognition in CMTs. Practitioner summary: Understanding of cognition in CMTs is grounded in various theories and models with varying assumptions. An integrative conceptualisation of such cognition as interaction within and across CMTs to perceive, diagnose, and adapt to the crisis may facilitate the accumulation of knowledge and future operationalisations. Abbreviations: CMT(s): crisis management team(s); SMM: shared mental model; TMM: team mental model; COP: common operating picture; SSA: shared situation awareness; TSA: team situation awareness; DC: distributed cognition; ITC: interactive team cognition; TMS: transitive memory system(s); DSA: distributed situation awareness [ABSTRACT FROM AUTHOR]

Objective: A method for detecting real-time changes in team cognition in the form of significant communication reorganizations is described. We demonstrate the method in the context of scenario-based simulation training.Background: We present the dynamical view that individual- and team-level aspects of team cognition are temporally intertwined in a team's real-time response to challenging events. We suggest that this real-time response represents a fundamental team cognitive skill regarding the rapidity and appropriateness of the response, and methods and metrics are needed to track this skill.Method: Communication data from medical teams (Study 1) and submarine crews (Study 2) were analyzed for significant communication reorganization in response to training events. Mutual information between team members informed post hoc filtering to identify which team members contributed to reorganization.Results: Significant communication reorganizations corresponding to challenging training events were detected for all teams. Less experienced teams tended to show delayed and sometimes ineffective responses that more experienced teams did not. Mutual information and post hoc filtering identified the individual-level inputs driving reorganization and potential mechanisms (e.g., leadership emergence, role restructuring) underlying reorganization.Conclusion: The ability of teams to rapidly and effectively reorganize coordination patterns as the situation demands is a team cognitive skill that can be measured and tracked.Application: Potential applications include team monitoring and assessment that would allow for visualization of a team's real-time response and provide individualized feedback based on team member's contributions to the team response. [ABSTRACT FROM AUTHOR]

Competing in major international competition has the potential to be a highly stressful activity. In order to understand how elite level teams are able to withstand this stress, the present study explored national team head coaches' experiences of team resilience. More specifically, it was aimed at (a) identifying team level resilient qualities and vulnerabilities; and (b) exploring how coaches might develop team resilience in preparation for international competition. To this end, semi-structured interviews with three national team head coaches were analysed using interpretative phenomenological analysis (IPA). Results indicate that team resilience during competition can be characterised by a collective resilient attitude and strong and shared leadership, whilst avoiding breakdowns in communication, failing leadership, and the inability to adapt flexibly. Furthermore, coaches should strategically develop resilience by focussing on learning from experiences, anticipating setbacks, and the use of planned disruptions. [ABSTRACT FROM AUTHOR]

In a longitudinal field study of 37 professional project teams over almost 2 years, we investigated the dynamic relationship between perceptual shared cognition and team potency in predicting team performance. Our main results show that initial levels and change in perceptual shared cognition explain team performance outcomes through initial levels and change in team potency, respectively. Thereby, our findings confirmed that initial levels and change in team potency operated as an explanatory mechanism for the relationship between shared cognition and team performance. Interestingly, shared cognition change shows larger benefits on team performance outcomes than initial levels. In addition, we show differential relationships of task‐ and time‐related shared cognition with the quality and timeliness criteria of team performance. Whereas shared task cognition predicts team performance in terms of both output quality and timeliness, shared temporal cognition predicts timeliness only. Altogether, this research suggests the unique theoretical value of change in perceptual shared cognition in explaining team performance and of affective‐motivational team states as an alternative explanatory mechanism for the impact of shared cognition on team effectiveness. Practitioner points: Team members' perceptions of being on the same page about their collaborative task and its temporal elements boost their confidence in the team's capabilities, thereby improving team performance.Team members' perceived agreement about the 'what' of their collaborative task is conducive to both project quality and timeliness. Their perceived agreement on the 'when' of task accomplishment further facilitates a timely project completion.Team members' cognitive consensus about the task and its temporal elements are subject to change, so is their confidence in the team's capabilities. Initial disagreements do not necessarily warrant eventual detriments, but performance excellence does require that cognitive consensus is being maintained and improved throughout the project. [ABSTRACT FROM AUTHOR]

Many contemporary organizations depend on team-based organizing to achieve high performance, innovate services and products, and adapt to environmental turbulence. Significant research focuses on understanding how teams develop, assimilate, and apply diverse information; yet, organizational practices have evolved in new ways that are not fully explored in the teams literature. Individuals with diverse motivations, knowledge, and perspectives are often assigned to teams, creating burdens for members to develop effective ways to work together, learn from each other, and achieve goals amid the complexity of today's organizational contexts. In this paper, we examine a multilevel model of how team goal orientation affects cross-understanding—the extent to which team members understand the other members' mental models—which in turn, affects team and individual performance. We examine these effects using 160 teams of 859 participants who completed a semester-long business simulation. Findings show that the more team members are motivated by learning goals, the greater a team's cross-understanding and subsequent team and individual performance. These effects are dampened when members are motivated by performance goals—to avoid mistakes or prove competence. This study expands the cross-understanding literature, revealing motivational antecedents that explain why some teams develop higher cross-understanding than others. We also contribute to the goal orientation literature by demonstrating that team goal orientation influences members' learning about other members and in so doing, also affects team and individual performance. Because team motivation can be influenced by organizational practices, our findings also contribute practical insights for organizational leaders. [ABSTRACT FROM AUTHOR]