Peter Berggren, & Björn J.E. Johansson. (2010). Developing an instrument for measuring shared understanding. In C. Zobel B. T. S. French (Ed.), ISCRAM 2010 – 7th International Conference on Information Systems for Crisis Response and Management: Defining Crisis Management 3.0, Proceedings. Seattle, WA: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: The paper discusses the need for an easy-to-use, easy-to-administer measure that can capture shared understanding in a team of professionals working together towards a successful performance. In the paper the development of such a measure is described using two empirical studies. Command-and-Control tasks are complex and often dynamic, and a way of capturing the degree of which a team of individuals have a common understanding of priorities in such a task is imperative. Two studies are presented. In the first study students participated in a microworld experiment where they tried to rank order pre-determined factors in order to measure shared understanding. In the second study officers from the Swedish Armed Forces participated in an exercise where they rank ordered self-generated factors.
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Corine H.G. Horsch, Nanja J. J. M. Smets, Mark A. Neerincx, & Raymond H. Cuijpers. (2013). Revealing unexpected effects of rescue robots' team-membership in a virtual environment. In J. Geldermann and T. Müller S. Fortier F. F. T. Comes (Ed.), ISCRAM 2013 Conference Proceedings – 10th International Conference on Information Systems for Crisis Response and Management (pp. 627–631). KIT; Baden-Baden: Karlsruher Institut fur Technologie.
Abstract: In urban search and rescue (USAR) situations resources are limited and workload is high. Robots that act as team players instead of tools could help in these situations. A Virtual Reality (VR) experiment was set up to test if team performance of a human-robot team increases when the robot act as such a team player. Three robot settings were tested ranging from the robot as a tool to the robot as a team player. Unexpectedly, team performance seemed to be the best for the tool condition. Two side-effects of increasing robot's teammembership could explain this result: Mental workload increased for the humans who had to work with the team-playing robot, whereas the tendency to share information was reduced between these humans. Future research should, thus, focus on team-memberships that improve communication and reduce cognitive workload.
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Fredrik Höglund, & Peter Berggren. (2010). Using shared priorities to measure shared situation awareness. In C. Zobel B. T. S. French (Ed.), ISCRAM 2010 – 7th International Conference on Information Systems for Crisis Response and Management: Defining Crisis Management 3.0, Proceedings. Seattle, WA: Information Systems for Crisis Response and Management, ISCRAM.
Abstract: Shared situation awareness is hard to measure, especially in operative environments such as crisis management. In this paper the purpose is to develop a novel method to measure to what extent the team has shared situation awareness that can be used in operations. 20 two person teams participated in a study where a dynamic and evolving tactical decision-making task was solved. Shared situation awareness, shared priorities, and team performance were assessed. The results show that the shared priorities measure in this study did not relate to shared situation awareness. Several methodological concerns was identified which could have affected the results. The measure did relate to subjective ratings of cooperation which is very interesting and it is suggested that the measure captured aspects of teamwork. The shared priorities measure was easy to employ, required little preparation, and is a promising addition to team research.
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Xiaodan Yu, & Deepak Khazanchi. (2019). The Influence of Swift Trust on Virtual Team's Sensemaking in Crisis: A Research Model. In Z. Franco, J. J. González, & J. H. Canós (Eds.), Proceedings of the 16th International Conference on Information Systems for Crisis Response And Management. Valencia, Spain: Iscram.
Abstract: Virtual teams are an important form of collaboration, especially in the context of transboundary crises. Achieving
team effectiveness through good sensemaking is key to virtual teams? success in responding to crisis. However,
there is still a lack of understanding about the relationship of this sensemaking in a virtual team during crisis to
the virtual team?s development of swift trust. Adapting from a model of sensemaking, in this paper, we propose a
research model to describe the relationships among swift trust, sensemaking and virtual team performance in the
context of virtual teams during crisis.
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