Team performance on monitoring tasks: An examination of decision errors in contexts requiring sustained attention.

Hollenbeck, John R.; Ilgen, Daniel R.; Tuttle, Dale B.; Sego, Douglas J.

doi:10.1037/0021-9010.80.6.685

Cited by 52 publications

(39 citation statements)

References 24 publications

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“…In error situations, individuals not only have to deal with the task at hand but also with the error and its potential consequences, along with their negative self-image. In organizations in which errors tend not to be punished and are accepted as part of work, the additional cognitive demands of errors may be potentially reduced because there is less need for individuals to cope with their negative self-image by hiding errors or blaming others (Hockey, 1996; see also Hollenbeck, Ilgen, Tuttle, & Sego, 1995). Moreover, because strain may lead to additional errors, it is likely that in organizations with low-error aversion culture, secondary errors tend to be avoided, and error handling is done more effectively, ultimately resulting in better firm performance.…”

Section: Error Management Culturementioning

confidence: 99%

Organizational Error Management Culture and Its Impact on Performance: A Two-Study Replication.

Dyck

Fresé

Baer

et al. 2005

Journal of Applied Psychology

629

784

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The authors argue that a high-organizational error management culture, conceptualized to include norms and common practices in organizations (e.g., communicating about errors, detecting, analyzing, and correcting errors quickly), is pivotal to the reduction of negative and the promotion of positive error consequences. Organizational error management culture was positively related to firm performance across 2 studies conducted in 2 different European countries. On the basis of quantitative and qualitative cross-sectional data from 65 Dutch organizations, Study 1 revealed that organizational error management culture was significantly correlated with both organizational goal achievement and an objective indicator of economic performance. This finding was confirmed in Study 2, using change-of-profitability data from 47 German organizations. The results suggest that organizations may want to introduce organizational error management as a way to boost firm performance.

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Section: Error Management Culturementioning

confidence: 99%

Organizational Error Management Culture and Its Impact on Performance: A Two-Study Replication.

Dyck

Fresé

Baer

et al. 2005

Journal of Applied Psychology

629

784

View full text Add to dashboard Cite

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“…In CORP, the organization faces a sequence of radar-detection problems, as documented in other studies (Hollenbeck et al 1995) and reflected in real-world cases (Roberts and Dotterway 1995). Each problem is defined as a single aircraft moving through the airspace.…”

Section: Method: a Matched Analysismentioning

confidence: 99%

“…An example may be the incident, which is described below, of an Iran Air flight being shot down by the USS Vincennes (Rochlin 1991). We believe that there may be a systematic approach to exploring organizational performance during crises through observable factors including expertise, organizational design, and task environment , Hollenbeck et al 1995, Levinthal and Warglien 1999, Pearson and Mitroff 1993.…”

mentioning

confidence: 99%

Organizational Design and Restructuring in Response to Crises: Lessons from Computational Modeling and Real-World Cases

Lin

Xing

Ismail

et al. 2006

Organization Science

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O rganizations are occasionally faced with technology-based and accident-triggered crises that may cause costly disasters if not handled properly. Questions arise: How should organizations, with their complex processes and human involvement, be designed if they are to perform well in such crises? Would organizations benefit from structural changes during crises? From a neo-information processing perspective that views organizations as composed of cognitively restricted, socially situated, and task-oriented actors, we argue that the causes and consequences of crises may be better understood through the systematic examination of both environmental and organizational factors. We address our research questions using a rather unique approach: a matched analysis of 80 real organizational cases and 80 computer-simulated organizations. The findings show that a crisis can present critical challenges to organizational performance both externally and internally, and that there is no design guarantee that a high-performing organization will continue to perform well during a crisis situation. In addition, when organizations restructure to adapt to crisis situations, they often face the serious challenges of having to understand not only the external environment, but also organizational design traps.

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“…Crew resource management addresses fatigue as one of the factors of which crews should be made aware and trained to expect and control (Helmreich, Merritt, & Wilhelm, 1999); however, the specific effects of fatigue due to sleep loss upon team performance do not seem to be provided by this literature. (Hollenbeck, Ilgen, Tuttle, & Sego, 1995) performed research on sustained attention in a team environment using well-rested volunteers. These researchers found that decrements on vigilance tasks at the team level were similar to those at the individual level.…”

Section: Introductionmentioning

confidence: 99%

Sleep Loss and Complex Team Performance

Whitmore¹,

Chaiken²,

Fischer³

et al. 2008

PsycEXTRA Dataset

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Public reporting burden for this collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing this collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0704-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington, VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. PLEASE DO NOT RETURN YOUR FORM TO THE ABOVE ADDRESS. REPORT DATE (DD-MM-YYYY) REPORT TYPE SPONSOR/MONITOR'S REPORT Biosciences & Protection Division NUMBER(S)Biobehavioral Performance Branch 2485 Gillingham Dr. Brooks City-Base, TX 78235 AFRL-RH-BR-TR-2008-0005 DISTRIBUTION / AVAILABILITY STATEMENTApproved for public release: distribution unlimited. Public Affairs Case file no. 07-201 SUPPLEMENTARY NOTES14. ABSTRACT There are few objective assessments of the impact of sleep loss on team performance. The present study was designed to quantify the effects of fatigue on teams performing a complex task and to compare team data with individual data on a similar task. Participants were trained on a complex air battle management task (both in individual and team mode) for one week and then experienced a 36-hr period of sustained wakefulness. Forty-minute scenarios (individual and team) were iteratively completed throughout each experimental period alongside traditional cognitive performance tasks (e.g., simple math processing). Individual data showed the well-established performance reduction resulting from sleep loss and circadian variation at both the simple and complex task levels. Significant decrements were seen for both process measures (e.g., information gathering) and outcome measures (e.g., number of targets attacked) after sleep-loss on the complex task. In contrast, team scores on similar measures after sleep loss, did not degrade, and in some cases showed improvements relative to baseline (indicating a continuing team building process). Individual performance (both simple and complex) was significantly degraded during the early morning hours. Team data did not show the expected performance decrements.

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Team performance on monitoring tasks: An examination of decision errors in contexts requiring sustained attention.

Abstract: for providing helpful comments on a previous version of this article. We also thank Anders Johanson, who developed the TIDE 2 software used in this study.

Cited by 52 publications

References 24 publications

Organizational Error Management Culture and Its Impact on Performance: A Two-Study Replication.

Organizational Error Management Culture and Its Impact on Performance: A Two-Study Replication.

Organizational Design and Restructuring in Response to Crises: Lessons from Computational Modeling and Real-World Cases

Sleep Loss and Complex Team Performance

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