Cell phone conversations distract drivers. This research explores the possibility of reducing distracting by providing callers with remote information about the driver's traffic. We asked whether providing such contextual information would change the caller's conversation such that drivers would be less distracted. In Experiment 1 we examined this question in a low-fidelity driving simulator; in Experiment 2 we examined this question in a higher fidelity simulator. In both experiments, remote callers and passengers were distracting. Providing traffic information to the remote caller significantly reduced crashes in the low fidelity tests and significantly reduced passing in the high fidelity tests, compared with the control conditions. We consider the implications for development of remote displays or signals to promote driving safety.
Research has linked in-car cell phone use with automobile accidents. We explore a signaling method that could mitigate that risk. We show in a first experiment how remote cell phone callers were induced to speak less during critical driving periods, and, in a second experiment, how driving performance in a simulator improved when callers reduced conversation levels during critical driving periods.
We conducted the second data analysis with a new game log record dataset and focused on what the optimal team structure is in terms of communication and movement. We utilized regression analyses and correspondence analyses to make the optimal network, and we identified several important features of optimal networks from those analyses. Furthermore we coded 'Network Fitter' and used it to make a computer program figure out the most effective team organization. From the fitting result, we could obtain five optimal movement networks and five optimal communication networks. Among them, we found out that a dense movement network with two sub graphs and a long-chain shaped communication network would make casualty lower without damaging the deadliness of a team. After identifying the optimal movement networks and communication networks, we applied the findings from the analyses to the real world and made three recommendations on training squad level unit, constructing effective TTP, and configuring an optimal squad unit.
This paper presents an investigation on the relationship between social network distances and shared mental models in military command and control organizations. Previous research has shown that physical distance is the gold standard for high performance (Olson & Olson, 2000). However, social network distance may be equally or more important, as social network graphs inherently take into account the group's context and environment (Krackhart, 1994). We conducted this research on a new 56-member command and control organization using computer-based collaborative tools as they engaged in a five day simulation exercise. As military command and control organizations are difficult to evaluate based on outcome and performance, we chose shared mental models as a proxy. We hypothesized that in a command and control organization, social network distance and physical distance are independent of one another. Further we hypothesized that social network distance would be a predictor of mental model congruence. We found that there is a very weak positive correlation between social network distance and physical distance. Further, we found that, controlling for physical distance, social network distance is a predictor of mental model congruence. This research validates that high frequency of communication, mediated by computer based collaborative tools, can effectively generate shared mental models.
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