User-defined information sharing for team situation awareness and teamwork

She, Manrong; Li, Zhizhong; Ma, Liang

doi:10.1080/00140139.2019.1607910

Cited by 15 publications

(8 citation statements)

References 71 publications

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“…Therefore, the team could arrive at the correct conclusion more quickly, and thus, the diagnosis time was reduced. This supports evidence from She et al (2019), who found that information sharing was effective at improving operator's diagnosis performance. For the latter, it was found that the more time the participants spent fixating on the concept map of their teammates, the higher the diagnostic result score of the team, and the faster the team reached the diagnosis decision.…”

Section: Discussionsupporting

confidence: 88%

Use of collaborative concept mapping in team diagnosis

Pan

Wang

Zhang

et al. 2021

Hum Ftrs & Erg Mfg Svc

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Teamwork is necessary to accomplish challenging and information‐rich tasks in complex industrial systems, such as fault diagnosis in nuclear power plants. To improve team performance, assistive visualization tools are used to promote communication and reduce cognitive conflicts. As a shared visualization technology, collaborative concept mapping can effectively externalize one's thoughts into a visualized structure, thereby improving the efficiency of communication and information processing. This study accordingly investigates the effects of collaborative concept mapping on team diagnosis in two fault situations with different complexity levels in a simulated nuclear power plant: one caused by a single initiating event, and the other triggered by two initiating events. The dependent variables included fault analysis score, diagnostic result score, diagnosis time, workload, score of concept map content, and fixation time on a teammate's concept map. The findings revealed that collaborative concept mapping significantly improved the diagnostic result score and shortened diagnosis time, and marginally but significantly increased the fault analysis score. However, under the more complex fault situation triggered by two initiating events, this tool also significantly increased participants’ physical load and frustration level. Future work should focus on how collaborative concept mapping can improve operator performance while causing as little extra workload as possible, as well as explore its effects on experienced operators.

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Section: Discussionsupporting

confidence: 88%

Use of collaborative concept mapping in team diagnosis

Pan

Wang

Zhang

et al. 2021

Hum Ftrs & Erg Mfg Svc

Self Cite

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“…This study implicates the priority measures to improve aviation pilots SA from systematic view. For example, the results implicate that optimizing team communication characteristics (such as frequency, quality, motivation, and classification) may be the feasible measure in aircrew cooperation training for raising pilot SA [ [99] , [100] , [101] ]. Similarly, this study can also indicate the concrete efforts direction for improving pilot SA in terms of pilot's individual cognition ability, human-machine interaction, and pilot's adaptability to flight environment.…”

Section: Discussionmentioning

confidence: 99%

Influencing factors of novice pilot SA based on DEMATEL-AISM method: From pilots’ view

Chen¹,

Liu²,

Wanyan³

et al. 2023

Heliyon

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“…In particular, average approaches may be appropriate in relatively homogenous groups where the phenomena of interest (i.e., the group’s workload) is accessible by everyone. For example, averaged/summed team workload has been found to be statistically associated with other team variables (e.g., Cui et al, 2021; She et al, 2019). However, average-style team workload measurement approaches carry implicit assumptions that are violated in action teams.…”

Section: Introductionmentioning

confidence: 99%

“…Previous work on interdependent teams posits that team workload is different from the sum of the parts (Funke et al, 2012), similar to other team-level constructs like team situation awareness (Stanton et al, 2006), team cognition (Cooke et al, 2013), and team resilience (Bowers et al, 2017). However, it remains common in practice to quantify “team workload” by averaging or summing individual workload measures (Bowers & Jentsch, 2005; Cui et al, 2021; She et al, 2019), referred to as an average approach (Waller et al, 2016). These measures are typically subjective (e.g., questionnaires; Sellers et al, 2014), performance-based (e.g., secondary task paradigms; Lenné et al, 2014), or occasionally physiological (Verdière et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Team Workload in Action Teams: Exploring the Impact of Interdependence

Johnson,

Lieber,

Gutzwiller

et al. 2023

Proceedings of the Human Factors and Ergonomics Society Annual

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Team workload is a team-level construct considered similar to, but not reducible to, individual workload and mediated by team coordination. Despite this, the conceptualization and measurement of team workload in action teams lags behind that of individual workload. In most empirical studies, team workload is often simply considered as the sum or average of individual team members’ workload. However, unique characteristics of action teams, such as interdependence and heterogeneity, suggest that traditional approaches to conceptualizing and measuring team workload may be inadequate or even misleading. As such, innovative approaches are required to accurately capture this complex construct. This paper presents the development of a simulation designed to investigate the influence of interdependence and demand levels on team workload measures within a 3-person action-team command and control scenario. Preliminary results, which suggest that our manipulations are effective, are provided and discussed.

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User-defined information sharing for team situation awareness and teamwork

Cited by 15 publications

References 71 publications

Use of collaborative concept mapping in team diagnosis

Use of collaborative concept mapping in team diagnosis

Influencing factors of novice pilot SA based on DEMATEL-AISM method: From pilots’ view

Team Workload in Action Teams: Exploring the Impact of Interdependence

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