Command and Control Teams: Techniques for Assessing Team Performance

PurposeTeams play a central role in the implementation of new practices in settings providing team-based care. However, the implementation science literature has paid little attention to potentially important team-level constructs. Aspects of teamwork, including team interdependence, team functioning, and team performance, may affect implementation processes and outcomes. This cross-sectional study tests associations between teamwork and implementation antecedents and outcomes in a statewide initiative to implement a standardized mental health screening/referral protocol in Child Advocacy Centers (CACs).MethodsMultidisciplinary team members (N = 433) from 21 CACs completed measures of team interdependence; affective, behavioral, and cognitive team functioning; and team performance. Team members also rated the acceptability, appropriateness, and feasibility of the screening/referral protocol and implementation climate. The implementation outcomes of days to adoption and reach were independently assessed with administrative data. Associations between team constructs and implementation antecedents and outcomes were tested with linear mixed models and regression analyses.ResultsTeam task interdependence was positively associated with implementation climate and reach, and outcome interdependence was negatively correlated with days to adoption. Task and outcome interdependence were not associated with acceptability, appropriateness, or feasibility of the screening/referral protocol. Affective team functioning (i.e., greater liking, trust, and respect) was associated with greater acceptability, appropriateness, and feasibility. Behavioral and cognitive team functioning were not associated with any implementation outcomes in multivariable models. Team performance was positively associated with acceptability, appropriateness, feasibility, and implementation climate; performance was not associated with days to adoption or reach.ConclusionsWe found associations of team interdependence, functioning, and performance with both individual- and center-level implementation outcomes. Implementation strategies targeting teamwork, especially task interdependence, affective functioning, and performance, may contribute to improving implementation outcomes in team-based service settings.

This thesis hypothesizes that providing task specific information to individual team members will improve coordination and decision-making, and therefore team performance, at time critical tasks. Major themes addressed in this research include teams and team processes, mental models, team mental models, work domain analysis, and hierarchical task analysis. Furthermore, the theory behind the development of complementary models is introduced. A unique method to identify the information sources and requirements in a complex team environment is first discussed in general and then specifically applied in two domains. The findings are presented of two experiments examining the effects of imposing different information distribution strategies that range from no complementariness to full complementariness of information. Team communication, team and individual task performance, workload, and timeliness and effectiveness of team decision making were assessed in nominal and off-nominal conditions. The first experiment used an automobile simulator and examined team navigation while driving. A second experiment was designed to incorporate additional measures to more specifically investigate individual performance, team workload, and clarity of information requirements using a UH-60 Black Hawk helicopter simulator. The procedures used for both experiments provided for dynamic yet controlled environments through which critical factors that influence team process and performance could be evaluated accurately. Results of these experiments provide empirical evidence that providing task relevant information to individual team members in a time critical environment, while limiting their access to non-relevant information, improves individual and team performance. Furthermore, there is evidence of increased individual performance that indicates this method of distributing information among team members may provide individual crewmembers with a more accurate “task relevant” mental model of their own environment. This research provides new insight into how the distribution of information among team members effects the development of mental models, information requirements, team and individual performance, and communications, and highlights several directions for future research. The information distribution design principles presented in this thesis address the heterogeneity of teams; teams cannot be thought of as groups of identical individuals. The results concerning the communication, workload, performance and team of mental models were consistent across the domains in this research.

: Embedding training (ET) is a training capability designed into or added onto operational equipment. Military training managers are giving ET increased attention. This study assesses how much the Air Force will use embedded training and whether the Air Force Human Resources Laboratory (AFHRL) could develop a useful and important embedded training research and development (R and D) activity. The study involved learning about potential customers' problems and the Laboratory's scientific strengths vis-a-vis those of other R and D organizations. It uses the information to devise an R and D strategy for embedded training. The study recommends that, if AFHRL decides to undertake an embedded training R and D activity, it focuses on three areas. One is developing ways to ensure the safety of systems with embedded training. The second is embedding job performance measures and intelligent tutors into Air Force standard computer systems. The third is developing analytic methods for considering embedded training within a total training systems approach.

In the past, team coordination dynamics have been explored using nonlinear dynamical systems (NDS) methods, but the relationship between team coordination dynamics and team performance for all-human teams was assumed to be linear. The current study examines team coordination dynamics with an extended version of the NDS methods and assumes that its relationship with team performance for human-autonomy teams (HAT) is nonlinear. In this study, three team conditions are compared with the goals of better understanding how team coordination dynamics differ between all-human teams and HAT and how these dynamics relate to team performance and team situation awareness. Each condition was determined based on manipulation of the .pilot role: in the first condition (synthetic) the pilot role was played by a synthetic agent, in the second condition (control) it was a randomly assigned participant, and in the third condition (experimenter) it was an expert who used a role specific coordination script. NDS indices revealed that synthetic teams were rigid, followed by experimenter teams, who were metastable, and control teams, who were unstable. Experimenter teams demonstrated better team effectiveness (i.e., better team performance and team situation awareness) than control and synthetic teams. Team coordination stability is related to team performance and team situation awareness in anonlinear manner with optimal performance and situation awareness associated with metastability coupled with flexibility. This result means that future development of synthetic teams should address these coordination dynamics, specifically, rigidity in coordination.

One of the major requirements of a Command and Control (C2) system is to gather and distribute information. By bringing these systems under a network centric warfare architecture brings an integrated C2 system of systems. In this paper, information is given on current and near term air defence, fire support and battle management C2 systems. Capabilities for network centric warfare architecture are mentioned by applying of these capabilities to tactical C2 systems.

IntroductionInterprofessional training wards (IPTW) aim to improve undergraduates' interprofessional collaborative practice of care. Little is known about the effects of the different team tasks on IPTW as measured by external assessment. In Heidelberg, Germany, four nursing and four medical undergraduates (= one cohort) care for up to six patients undergoing general surgery during a four-week placement. They learn both professionally and interprofessionally, working largely on their own responsibility under the supervision of the medical and nursing learning facilitators. Interprofessional ward rounds are a central component of developing individual competencies and team performance. The aim of this study was to evaluate individual competencies and team performance shown in ward rounds.MethodsObservations took place in four cohorts of four nursing and four medical undergraduates each. Undergraduates in one cohort were divided into two teams, which rotated in morning and afternoon shifts. Team 1 was on morning shift during the first (t0) and third (t1) weeks of the IPTW placement, and Team 2 was on morning shift during the second (t0) and fourth (t1) weeks. Within each team, a tandem of one nursing and one medical undergraduate cared for a patient room with three patients. Ward round observations took place with each team and tandem at t0 and t1 using the IP-VITA instrument for individual competencies (16 items) and team performance (11 items). Four hypotheses were formulated for statistical testing with linear mixed models and correlations.ResultsA total of 16 nursing and medical undergraduates each were included. There were significant changes in mean values between t0 and t1 in individual competencies (Hypothesis 1). They were statistically significant for all three sum scores: “Roles and Responsibilities”, Patient-Centeredness”, and “Leadership”. In terms of team performance (Hypothesis 2), there was a statistically significant change in mean values in the sum score “Roles and Responsibilities” and positive trends in the sum scores “Patient-Centeredness” and “Decision-Making/Collaborative Clinical Reasoning”. Analysis of differences in the development of individual competencies in the groups of nursing and medical undergraduates (Hypothesis 3) showed more significant differences in the mean values of the two groups in t0 than in t1. There were significant correlations between individual competencies and team performance at both t0 and t1 (Hypothesis 4).DiscussionThe study has limitations due to the small sample and some sources of bias related to the external assessment by means of observation. Nevertheless, this study offers insights into interprofessional tasks on the IPTW from an external assessment. Results from quantitative and qualitative analysis of learners self-assessment are confirmed in terms of roles and responsibilities and patient-centeredness. It has been observed that medical undergraduates acquired and applied skills in collaborative clinic reasoning and decision-making, whereas nursing undergraduates acquired leadership skills. Within the study sample, only a small group of tandems remained constant over time. In team performance, the group of constant tandems tended to perform better than the group of random tandems. The aim of IPTW should be to prepare healthcare team members for the challenge of changing teams. Therefore, implications for IPTW implementation could be to develop learning support approaches that allow medical and nursing undergraduates to bring interprofessional competencies to team performance, independent of the tandem partner or team.

: The Technical Training Division of the Air Force Human Resources Laboratory is investigating the application of simulation technology to maintenance training. The primary objectives of the project entitle '6883 Converter/Flight Control Test Station Maintenance Training System (MTS)' were (a) design, build, test, and install a prototype, simulator-based system to train test station operators and maintainers, and (b) provide the Air Force with a research tool for evaluating the practicality, cost- and training-effectiveness of simulated equipment for intermediate-level maintenance training. This report describes the design features and operation of the system. The 6883 MTS should provide much needed simulator effectiveness data. The technical achievements of the program are applicable to the procurement of future simulation-based training systems. (Author)

: This report comprises a data base of methodologies useful for evaluating the effectiveness of command, control, and communication (C3U) team performance. The 300 annotated references in this publication are accessible by key words, through a computerized retrieval system ( Super file ). Running under the Microsoft Disk Operating System (MSDOS), this report categorizes the information by team output measures, team process measures, measure selection strategies, and novel measurement approaches. On the basis of this information, the Crew Performance Function at Brooks APB will select specific methodologies for use with the generic workstation in evaluating the effects of chemical defense protective drugs on weapons system operator, and of performance enhancers on team performance. Keywords: AWACS (Airborne Warning and Control System), operational effectiveness, abstracts Military teams, Team effectiveness, Team measurement, Team performance.

Task interdependence within teams is critical towards the team's performance. However, there has not been strong support in examining the effect of task interdependence on the relationship between Transactive Memory Systems (TMS) quality and team performance. Using a survey, this research examines the potential effects of the moderating and mediating effects between task interdependence towards team performance. A partial support was found in the mediating effect between task interdependence and team performance. However, a significant negative effect was obtained in the moderating effect between TMS quality and team performance. Both of these findings provide empirical evidence of the possible effects of the task interdependence between TMS quality and team performance.

: The Air Operations Center (AOC) is the centerpiece of the Air Force's new command and control (C2) system for prosecuting theater conventional war. The AOC is a direct outgrowth of the Tactical Air Control Center (TACC). In Vietnam, the TACC mirrored the divided command structure of the US military establishment in Southeast Asia. This resulted in a C2 system that allowed air power to be responsive to the needs of traditional land campaigns, and yet require extensive planning time for deep interdiction and strategic attacks. Additionally, since a land strategy dictated targeting priorities in South Vietnam, the Air Force's measure of effectiveness in the South was its ability to strike targets requested by ground commanders efficiently. Similarly, agencies other than the Air Force selected and approved deep interdiction and strategic targets during Rolling Thunder. Thus, the Air Force's measure of effectiveness in the North likewise became its efficiency of attacking targets there. Assessment thereby became disconnected from the political and military objectives.

Studies of team performance in business simulations have not investigated the effect of a “star member” of the team on team performance outcomes. This article reports the findings of a study examining the role of team composition variables, team function variables and the effect of a star player on team score in an undergraduate business simulation. As hypothesized, team performance is associated with the performance of a single outstanding player. Among team composition variables, only intrinsic motivation of team members is associated with team score. A composite measure of team function that included team trust, communication and goal clarity was also significantly related to team performance. We discuss the implications of this for team projects and business simulations in particular.

The relationship between overall team workload, the accuracy with which team members could estimate each other's workload, and the team's performance was examined under three different organizational structures for a joint task force command and control team. The study used a new workload questionnaire that asked team members to rate not only their own workload but also the workload of the team as a whole and the workload of each of the other individuals on the team. It was hypothesized that ability to accurately estimate the workload of others in the team might be associated with higher team performance. Results show that performance was highest under the organization where overall team workload was lowest. Surprisingly, however, the variability in individual workload was highest in this organization, and the accuracy of mutual workload estimation was lowest. We conclude that more complex hypotheses are needed about the relationship between the accuracy of mutual workload perceptions in a team, team processes, and team performance.

We investigated the relationship between task conflict and team performance, taking into account the interaction effects of job demand. Participants were 5,579 employees in 153 teams at a South Korean manufacturing company. We found a statistically significant curvilinear relationship between task conflict and actual team performance; however, the relationship between task conflict and perceived team performance was negative and linear. Through response surface analysis, we also found that task conflict positively predicted actual team performance when job demand was high, whereas it had a negative effect when job demand was low. We performed response surface analysis of the results of polynomial regression, because we had speculated that those relationships could be essentially curvilinear. However, results showed no interaction effect of task conflict and job demand in predicting perceived team performance. Thus, task conflict may function as a double-edged sword in terms of team performance.

PurposeThe purpose of this article is to provide a conceptual framework for measuring the performance of multidiscipline teams in knowledge‐creating organizations.Design/methodology/approachThe author conducts a meta‐analysis of case studies on individual and team performance and technical communication in the context of creating organizational knowledge. This analysis provides a basis for a new conceptual framework for team functions and performance.FindingsThis framework updates the definition of team functions to include knowledge creation and communication. The framework describes several factors that contribute to successful performance and provides a scale for measuring successful performance based on the additional team functions.Practical implicationsAn organization's ability to create and manage knowledge may be their only lasting competitive advantage. Managers, whose responsibilities include fostering purposeful knowledge creation and transfer, need a framework for understanding how these goals can be factored into team performance and what factors contribute to the successful achievement of these goals. This paper provides such a framework.Originality/valueThis is the first conceptual framework for team performance that includes knowledge creation and stakeholder communication as principle team functions.

Residents' and nurses' perceptions of team function in the medical intensive care unit