Calibrating Situation Awareness and Confidence Within a Multinational Coalition Operation

Abstract

In the present article the calibration of situation awareness and confidence within a multinational coalition was examined. The results revealed differential levels of situational awareness and calibration across the members of the coalition. These findings are discussed in terms of both linguistic and cultural differences within the coalition and the potential implications that poor calibration can have for decision-making and overall team performance.

The Divergence of Objective and Subjective Situation Awareness: A Meta-Analysis

“…A number of studies reviewed here were in line with these recommendations, for example, focusing on overall over-or underconfidence in SA rather than simple correlations (Lichacz, 2008(Lichacz, , 2009Lichacz et al, 2003;Sulistyawati et al, 2009Sulistyawati et al, , 2011. Others attempted to separate response bias from sensitivity assessments using d' and ROC curves (Edgar, Edgar, & Curry, 2003;McGuinness, 2004).…”

“…At least one measure of SA, QUASA, has attempted to combine both an objective assessment of SA (via SAGAT like probes), along with a subjective rating of how confident the person is in their answers (Edgar, Edgar, & Curry, 2003;McGuinness, 2004). Related to the issue of meta-awareness, the appropriate calibration of a person's confidence level (e.g., degree of underconfidence or overconfidence) has also received attention (Lichacz, 2008(Lichacz, , 2009Sulistyawati, Wickens, & Chui, 2009, 2011.…”

“…A number of studies have examined this calibration issue more directly. Lichacz (2009Lichacz ( , 2003 found that SA confidence levels are affected by time pressure and workload, and confidence calibration was affected by perceptual demand, question difficulty, sleepiness, team nationality, and task stage. McGuinness (2004) similarly showed between team confidence bias differences by nationality.…”

Connecting the dots in counterterrorism: The consequences of communication setting for shared situation awareness and team performance

“…Also, SSA may be a too fixed and too much of a snapshot view of team processes, perhaps not capturing other important aspects of crisis management (Weick et al., ). Future research could, for example, investigate shared mental models, language, and leadership as moderators on the indirect relations proposed in this article (Burke et al., ; Eid et al., ; Lichacz, ; Lichacz & Bjørnstad, ). Future research could investigate whether leader emergence is affected by media and through this affects SSA.…”

The impact of close monitoring on creativity and knowledge sharing: The mediating role of leader‐member exchange

“…It is essential to apply creativity in planning, preparing, and employing forces to accomplish a mission under extreme uncertainty and ambiguity (Kayaalp, 2014). In addition, for the success of military operations, knowledge sharing is crucial, because accurate information about the enemy and a clear understanding of the mission must be shared among members of the military organization (Licharcz, 2009 Notes: N = 163 (dyads). GFI = goodness-of-fit index; CFI = comparative fit index; RMSEA = root mean square error of approximation.…”