Situation Awareness in Team Performance: Implications for Measurement and Training

Salas, Eduardo; Prince, Carolyn; Baker, David P.; Shrestha, Lisa

doi:10.1518/001872095779049525

Cited by 465 publications

(190 citation statements)

References 14 publications

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“…In the literature, this phenomenon is called team awareness, which is explained as "… an understanding of the activities of others, which provides a context for your own activities" (Dourish and Bellotti, 1992). It is not at static state, but the result of recurrent processes of information sharing within a team (Salas et al, 1995). Attending DSMs was also said to help erase boundaries between roles and sites and to increase team spirit, cohesion and trust.…”

Section: Team Information Sharingmentioning

confidence: 99%

The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

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Context: The daily stand-up meeting is one of the most used agile practices but has rarely been the subject of empirical research. Aim: The present study aims to identify how daily stand-up meetings are conducted and what the attitudes towards them are. Method: A grounded theory study of the daily stand-up meeting was conducted with twelve software teams in three companies in Malaysia, Norway, Poland and the United Kingdom. We interviewed 60 people, observed 79 daily stand-up meetings and collected supplementary data. Results: The factors that contributed the most to a positive attitude towards the daily stand-up meeting were information sharing with the team and the opportunity to discuss and solve problems. The factors that contributed the most to a negative attitude were status reporting to the manager and spending too much time; both the frequency and duration of the meeting were perceived to be too much. Based on our results, we developed a grounded theory of daily stand-up meetings and proposed evidencebased guidelines on how to organize them. Conclusion: Organizations should be aware of the factors that may affect attitude towards daily stand-up meetings and should consider our proposed guidelines to improve the way the meetings are conducted.

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Section: Team Information Sharingmentioning

confidence: 99%

The daily stand-up meeting: A grounded theory study

Stray

Sjøberg

Dybå

2016

Journal of Systems and Software

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“…Peeters et al (2006), Keyton and Beck (2008) stated that arranging work into teams that have a mixture of complementary skills, knowledge, attitudes and other characteristics is more effective that if the members work individually.Therefore, teamwork has become indispensable in many organizations. (Mohammed and Ringseis, 2001;Salas et al, 1995). Klein and Kozlowski (2008) noted the increasing trend of using teamwork to improve both team and individual performance.…”

Section: Introductionmentioning

confidence: 99%

The Influence of Design Team Attributes on Green Design Performance of Building Projects

Elforgani¹,

Rahmat

2012

EMSD

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The design phase is the most important phase in determining the green performance of building projects. The performance of the design team is crucial. The growing importance of sustainability globally necessitates the inclusion of green criteria in the design team selection process. Therefore, a competent design teams is required to have a range of attributes as the basis for design decisions. The propose of this study to identify current green design performance level of design teams of building projects and establish key design attributes influencing green design performance. To achieve mentioned aim a questionnaire survey was conducted to collect dada required. A sample of 274 respondents has been covered under the study, including architects and engineers practicing design and consultancy building sectors. Prior to analysis of data WINSTEPS software were used to determine validity and reliability of date. Descriptive analysis data includes quantitative and qualitative. In general, design team attributes were moderate (3.32). The general design team attributes were high such experience (3.81), communication (3.43) and leadership effectiveness (3.48). However, green attributes of design team were moderate such as green knowledge (2.98), green skills (3.13) and green initiatives (2.84).The result indicates that most design teams have inadequate knowledge and skills to produce high green design performance of building projects. Therefore, to overcome green design complexity, careful selecting design team members and more education and training courses on green building are required to deal with green design requirements.

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“…The ACTA provisionally suggests that Endsley's (1995) (Endsley & Jones, 2011;Salas, Prince, Baker & Shrestha, 1995), as well as the more recent socio-technical theory of distributed situation awareness (Stanton et al, 2009;). Given that there is a continuing debate over the concept of SA (see special issues of Cognition Technology & Work (2015) and Journal of Cognitive Engineering and Decision Making (2015)) and whether SA models (e.g.…”

Section: A C C E P T E D Accepted Manuscriptmentioning

confidence: 99%