The Luna I Moon Colony: A Programmed Simulation for the Analysis of Individual and Group Decision Making

Driver, Michael J.; Hunsaker, Phillip L.

doi:10.2466/pr0.1972.31.3.879

Cited by 10 publications

(7 citation statements)

References 8 publications

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“…NASA's interest space travel and the possibility of establishing a permanent manned lunar colony in the late 2000's generated funding to create an assessment and training simulation designed to provide a complex and novel environment where the uncertainty and complexity of decision inputs could be varied to study information processing, decision making, risk taking, and group structure. Based on these research needs, Driver and Hunsaker (1972) created a programmed social simulation for the analysis of individual and group decision‐making under varying conditions of environmental complexity called the Luna I Moon Colony.…”

Section: The Luna I Moon Colonymentioning

confidence: 99%

“…The rest of this section will describe the Luna I simulation environment, procedures for conducting the simulation, and methods of data collection and analysis. Information about space requirements, subject preparation and instruction, and operations required from the administrator can be found in Driver and Hunsaker (1972).…”

Section: The Luna I Moon Colonymentioning

confidence: 99%

“…health, scientific productivity, NASA approval). Consequently, the subjects' goal selection behavior is largely related to personality and experimental variables (Driver and Hunsaker, 1972).…”

Section: The Luna I Moon Colonymentioning

confidence: 99%

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Using social simulations to assess and train potential leaders to make effective decisions in turbulent environments

Hunsaker

2007

Career Development International

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PurposeThe purpose of this paper is to describe two social simulations created to assess leadership potential and train leaders to make effective decisions in turbulent environments. One is set in the novel environment of a lunar moon colony and the other is a military combat command. The research generated from these simulations for assessing the decision effectiveness of potential leaders with different personality traits and decision styles under varying degrees of information quantity, uncertainty and complexity is summarized. Opportunities and limitations of applying current computer assisted technology to social simulations for assessing and developing leaders' decision effectiveness in turbulent environments is discussed.Design/methodology/approachCollege undergraduates and officer candidates in university ROTC programs made a series of decisions while being subjected to varying degrees of environmental turbulence in social simulations. The decision effectiveness of subjects with different personality characteristics under varying degrees of environmental turbulence was assessed through researcher observations, self‐reports, and peer ratings.FindingsSocial simulations are a cost effective way to assess and train leaders to make effective decisions in turbulent environments. The results of controlled experiments in social simulations have suggested that leaders with high levels of cognitive complexity and incongruity adaptation are more likely to be successful in highly turbulent environments than leaders with lower levels of incongruity adaptation ability and cognitive complexity who are more effective in more stable and structured situations.Research limitations/implicationsThe ease of modifying computer games renders them effective as low‐cost virtual worlds that have relevance in military leadership experimentation. However, the use of computer simulations alone fails to capture the impact that relationships and emotions have on leader decision making, highlighting the continuing need for social simulations that include these interpersonal aspects of decision making.Practical implicationsBy participating in realistic social simulations, leaders can experiment with new decision styles without the risk of making real world mistakes that could jeopardize their own and their organization's future. The leaders who are most successful in adapting their decision style to the more complex requirements can be identified for promotion or assignment to appropriate settings.Originality/valueBoth military and civilian organizations are in need of cost effective way to assess and train leaders to make effective decisions in turbulent environments. Social simulations provide a unique approach to meeting these needs and can simultaneously provide a venue for research in associated areas.

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Section: The Luna I Moon Colonymentioning

confidence: 99%

Section: The Luna I Moon Colonymentioning

confidence: 99%

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Using social simulations to assess and train potential leaders to make effective decisions in turbulent environments

Hunsaker

2007

Career Development International

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“…The primary purpose of this paper is to follow up on Medcof s recommendation that other demonstrations of MNQDOM's predictive ability be undertaken, and this will be accomplished by relating MNQDOM scores to peer ratings of role behaviour derived from Benne and Sheats (1948). the typology has been featured prominently in a number of organisational behaviour and management textbooks, for example Hellriegel, Slocum, & Woodman, 1989;Steers, 1991; and has influenced research investigations, for example Dukerich, Nichols, Elm, & Vollrath, 1990), the presumed importance of these role behaviours has been accompanied by virtually no direct empirical study (for exceptions, see Deutsch, 1949;Driver & Hunsaker, 1972). Although the notion that individuals play identifiable roles in group settings is intuitively appealing (i.e.…”

Section: Introductionmentioning

confidence: 99%

“…Although the notion that individuals play identifiable roles in group settings is intuitively appealing (i.e. the typology has been featured prominently in a number of organisational behaviour and management textbooks, for example Hellriegel, Slocum, & Woodman, 1989;Steers, 1991; and has influenced research investigations, for example Dukerich, Nichols, Elm, & Vollrath, 1990), the presumed importance of these role behaviours has been accompanied by virtually no direct empirical study (for exceptions, see Deutsch, 1949;Driver & Hunsaker, 1972). In order to help rectify this deficiency, we decided to incorporate the Benne and Sheats typology of functional roles in this study.…”

Section: Introductionmentioning

confidence: 99%

The Need for Dominance Scale of the Manifest Needs Questionnaire and Role Behaviour in Groups

Mudrack

Farrell

1994

Applied Psychology

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Cet article fait Ctat de scores relatifs au besoin d'echelle de dominance pour le Manifest Need Questionnaire (MNQDOM) afin de comparer des mesures de conduite de r61e fonctionnel dtrivCes de Benne et Sheats (1948). Des etudiants d'une institution canadienne post-secondaire (N = 248) participant a un projet collectif au cours de leurs etudes, servirent d'kvaluateurs, et indiquerent que les observations auto-CvaluCes de leur dominance montraient qu'ils tendaient a jouer des r6les lies 2 la tlche (p.ex. initiateur; r = 0.19, P < 0.01) et des rdes individuels (p.ex. agresseur; r = 0.22, P < 0.01), mais pas des r6les de maintenance (p.ex. rnbdiateur; r = -0.14, P < 0.05). Ces decouvertes confirment la fiabilitt predictive du MNQDOM decrite par Medcof (1990). I1 sera nkcessaire d'orienter les prochaines recherches a la fois sur la manikre dont les autres peqoivent et rkagissent aux individus dominants, et sur la nature et la signification des liens entre les differentes mesures de dominance et la dksirabilite sociale. This paper relates scores on the need for dominance scale of the Manifest Needs Questionnaire (MNQDOM) to peer ratings of functional role behaviour derived from Benne and Sheats (1948). Students at a Canadian post-secondary institution (N = 248) participating in a course-related group project served as evaluators, and indicated that their self-rated dominant peers tended to play task roles (e.g. initiator; r = 0.19, P < 0.01) and individual roles (e.g. aggressor; r = 0.22, P < 0.01), but not maintenance roles (e.g. harmoniser; r = -0.14, P < 0.05). These findings confirm the predictive ability of MNQDOM reported by Medcof (1990). Future research needs to address both how others perceive and react to dominant individuals, and the nature and meaning of linkages between various dominance measures and social desirability.Requests for reprints should be sent to Dr.

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Incongruity adaptation capability and risk preference in turbulent decision-making environments

Hunsaker

1975

Organizational Behavior and Human Performance

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The Luna I Moon Colony: A Programmed Simulation for the Analysis of Individual and Group Decision Making

Cited by 10 publications

References 8 publications

Using social simulations to assess and train potential leaders to make effective decisions in turbulent environments

Using social simulations to assess and train potential leaders to make effective decisions in turbulent environments

The Need for Dominance Scale of the Manifest Needs Questionnaire and Role Behaviour in Groups

Incongruity adaptation capability and risk preference in turbulent decision-making environments

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