Y is best: How Distributed Situational Awareness is mediated by organisational structure and correlated with task success

Sorensen, Linda J.; Stanton, Neville A.

doi:10.1016/j.ssci.2012.05.026

Cited by 35 publications

(15 citation statements)

References 21 publications

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“…In another example, teams working in anesthesia management were shown to explicitly rely on their interactions with artifacts such as computer monitors and whiteboards, as well as their teammates to gain the appropriate awareness that allowed them to perform their duties effectively ( Fioratou et al, 2016 ). Other studies have similarly shown that it is more important that awareness is distributed across team members and their technologies and that such cases often exhibit improved task performance (e.g., Bourbousson et al, 2011 ; Sorensen and Stanton, 2013 ).…”

Section: Cognition Technology and Teamsmentioning

confidence: 90%

Technology as Teammate: Examining the Role of External Cognition in Support of Team Cognitive Processes

2016

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In this paper we advance team theory by describing how cognition occurs across the distribution of members and the artifacts and technology that support their efforts. We draw from complementary theorizing coming out of cognitive engineering and cognitive science that views forms of cognition as external and extended and integrate this with theorizing on macrocognition in teams. Two frameworks are described that provide the groundwork for advancing theory and aid in the development of more precise measures for understanding team cognition via focus on artifacts and the technologies supporting their development and use. This includes distinctions between teamwork and taskwork and the notion of general and specific competencies from the organizational sciences along with the concepts of oﬄoading and scaffolding from the cognitive sciences. This paper contributes to the team cognition literature along multiple lines. First, it aids theory development by synthesizing a broad set of perspectives on the varied forms of cognition emerging in complex collaborative contexts. Second, it supports research by providing diagnostic guidelines to study how artifacts are related to team cognition. Finally, it supports information systems designers by more precisely describing how to conceptualize team-supporting technology and artifacts. As such, it provides a means to more richly understand process and performance as it occurs within sociotechnical systems. Our overarching objective is to show how team cognition can both be more clearly conceptualized and more precisely measured by integrating theory from cognitive engineering and the cognitive and organizational sciences.

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Section: Cognition Technology and Teamsmentioning

confidence: 90%

Technology as Teammate: Examining the Role of External Cognition in Support of Team Cognitive Processes

2016

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“…A remote working model allows teams to be constructed based on the skills and abilities of the team members rather than on geographical proximity (Robbins & Judge, ). The ability of teams to successfully accomplish their role is related to their distributed situational awareness (Sorensen & Stanton, ), and thus the leader must trust these teams to address the crisis with a moral purpose and implement solutions. Academic leaders should avoid micromanaging these teams that will utilize a shared leadership model to pursue a common purpose; to maintain a quality student learning experience throughout the crisis without disruption.…”

Section: Best Practicesmentioning

confidence: 99%

Academic Leadership in a Time of Crisis: The Coronavirus and COVID‐19

Fernandez

Shaw

2020

J of Leadership Studies

341

261

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public health crises in recent times. Academic leaders across the United States have responded by moving their educational and associated activities online; as a sense of immediacy swept the nation. The decision to pivot to remote learning was made swiftly, particularly by those institutions operating a shared leadership model, benefi tting from a greater degree of agility, innovation, and collaboration. The current article highlights three of the leadership best practices for navigating unpredictable adaptive challenges such as that posed by the coronavirus pandemic. Firstly, by utilizing a type of servant leadership, that emphasizes empowerment, involvement, and collaboration, academic leaders with emotional intelligence and emotional stability should place the interests of others above their own. Secondly, academic leaders should distribute leadership responsibilities to a network of teams throughout the organization to improve the quality of the decisions made in crisis resolution and thirdly, leaders should communicate clearly and frequently to all stakeholders through a variety of communication channels. Looking forward, the rise of the fl exible "allostatic leader" with the adaptive capacity to learn and evolve in crisis, to emerge better able to address future crises, is described.

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“…A remote working model allows teams to be formed based on team members' skills and abilities rather than on geographic proximity [20]. The teams' ability to effectively perform their task is tied to their distributed situational understanding [21]. Puslitpen's administrative team understands the dire global health conditions and is aware that work needs to continue, so they organized work accordingly in response to the current situation.…”

Section: Discussionmentioning

confidence: 99%

COVID-19: Accelerating Digital Transformation for University's Research Administration

Syani

Rahiem

Subchi

et al. 2020

2020 8th International Conference on Cyber and IT Service Management (CITSM)

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This study examined how COVID-19 has accelerated the digital transformation of research administration at the State Islamic University of Syarif Hidayatullah (UIN Jakarta). A mixed-method embedded approach was used in this study, with data obtained from a webbased survey and also focus group discussions (FGDs). The survey involved 137 grant recipients from UIN Jakarta. The FGDs included eight research administrators from the Center of Research and Publication (Puslitpen) UIN Jakarta, who six of them are also the researchers for this report. The data revealed: 1) COVID-19 has accelerated the use of digital technology in research administration 2) 67.9 percent of grant recipients stated that it was easy to use the national integrated research management system for Islamic Higher Education (Litapdimas app), but there are still some issues that need to be improved; 3) 94.4 percent of the grant recipients found that the online service provided by the center was very helpful and they suggested to continue its use. As COVID-19 is a worldwide issue, these findings are also useful for other research administration offices to learn how different forms of digital technology can improve the delivery of research administration services.

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Y is best: How Distributed Situational Awareness is mediated by organisational structure and correlated with task success

Cited by 35 publications

References 21 publications

Technology as Teammate: Examining the Role of External Cognition in Support of Team Cognitive Processes

Technology as Teammate: Examining the Role of External Cognition in Support of Team Cognitive Processes

Academic Leadership in a Time of Crisis: The Coronavirus and COVID‐19

COVID-19: Accelerating Digital Transformation for University's Research Administration

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