Dynamical Measurement of Team Resilience

In this longitudinal study, we examined the performance of Human Autonomy Teams (HATs) in the context of a Remotely Piloted Aircraft System (RPAS) to determine team resilience of HATs under three types of degraded conditions – an automation failure, an autonomy failure, and a malicious cyber-attack. In this study, two human team members interacted with a “synthetic” agent who was actually a well-trained experimenter. First, we identified high- and low-performing teams by considering team performance score and overcoming number of failures across 10 40-minute missions. We calculated the amount of system level entropy (extracted from human and technological signals) over the course of the missions to track the amount of system reorganization in response to failures. We hypothesized that resilient teams would be more effective at reorganizing system level behavior, as observed through entropy. To explore team resilience, we examined how long it took these two teams to overcome the failures, as well as the amount of system reorganization each team displayed throughout the failure. Our findings from this exploratory analysis indicate that the high-performing team displayed more flexibility and adaptivity under degraded conditions than the low-performing team. This also underlines that effective systems level reorganization is needed in order to be adaptive and resilient in a dynamic task environment.

Project Overview Team Situation Awareness (TSA), which is a part of team cognition, is a critical factor that influences team effectiveness. It can be defined as getting the right information from the right person within the right amount of time, in order to overcome an unexpected event (Gorman, Cooke, Pederson, Connor, & DeJoode, 2005). TSA is developed and maintained through team interactions, allowing for the measurement of TSA based on team interaction (Cooke & Gorman, 2009). In the current study, a specific measure, Coordinated Awareness of Situation by Teams (CAST) is used (Cooke & Gorman, 2009). CAST evaluates the effectiveness and efficiency of team interaction under “roadblock” scenarios (Gorman, Cooke, & Winner, 2006). These roadblocks represent novel situations in the task and require effective team communication and coordination. Team members must assess the situation according to their own specialized role and/or resources and coordinate with other team members to overcome each separate roadblock. In this task, effective communication refers to team anticipation. That is, each team member needs to anticipate each other’s needs by pushing information rather than pulling information during the task (Demir, McNeese, & Cooke, 2017). In this study, we examined how pushing and pulling information, and CAST were associated with Team Situation Awareness (TSA) in both Human-Autonomy (HAT) and all-human teams in simulated Remotely Piloted Aircraft System (RPAS) task environment. In this research, we integrated the synthetic agent to the Cognitive Engineering Research on Team Tasks Remotely Piloted Aircraft Systems - Synthetic Task Environment (CERTT-RPAS-STE) which was designed to be both a flexible research platform and a realistic task environment with a view to researching team performance and interaction-based measures of team cognition. In the simulated CERTT testbed, there are three heterogeneous teammates who need to take good photos of each target waypoint by communicating via text-chat: (1) the navigator who creates a dynamic flight plan and provides information about the waypoints, the RPA’s airspeed, and altitude restrictions to the pilot; (2) the pilot, who controls the RPA’s heading, altitude, and airspeed, and negotiates with the photographer in order to take a good photo; and (3) the photographer, who monitors sensor equipment in order to take photographs of target waypoints and sends feedback to the other team members about the quality of the photo. This project aimed to understand how team behaviors and team performance differed between HATs and all-human teams in RPAS operations: (1) the synthetic condition—the pilot role was given to the synthetic teammate, which was an ACT-R based cognitive model (which had a limited interaction ability, see Ball et al., 2010; Demir et al., 2015); (2) the control condition—the pilot was a randomly selected human participant, just like the other two participants; and (3) the experimenter condition—one of the experimenters served as an expert pilot. Experimenter condition utilized a Wizard of Oz paradigm in which a trained experimenter (located in a separate room) used a script to imitate a synthetic teammate and communicated with participants in limited communication behaviors but pushing and pulling information in a timely manner (robust coordination). Method There were 30 teams (10 for each condition): control teams consisted of three participants randomly assigned to each role; synthetic and experimenter teams included two participants randomly assigned to the navigator and photographer roles. The experiment took place over five 40-minute missions, and the goal was to take as many “good” photos of ground targets as possible while avoiding alarms and rule violations. During each mission, teams were presented with “roadblocks” by the introduction of a new, ad hoc target waypoint. We collected several measures, but we focused on: the proportion of roadblocks overcome per mission as an outcome measure of TSA; the CAST which is a coordination sequence of team interaction across the team members (i.e. which team members share with team members their experience during the roadblock); and verbal behaviors such as pushing and pulling information. Results and discussion In this team task, effective teamwork involves anticipating the needs of teammates, which in turn means pushing information before it is requested. However, in addition to anticipation, effective coordination is also needed during roadblocks. HATs demonstrated significantly lower levels of CAST than all-human teams. These results indicate that HATs’ lack of anticipation and coordination resulted in poorer TSA performance. These findings help HATs to grow its coordination and communication methodologies. Finally, future studies might examine the relationships highlighted in this study via nonlinear measures in terms of team stability and flexibility based on their communication and coordination patterns during the novel events. HAT is here to stay but improvements to human-machine interactions must continue if we are to improve team effectiveness.

IntroductionEffective teamwork plays a critical role in achieving high-performance outcomes in healthcare. Consequently, conducting a comprehensive assessment of team performance is essential for providing meaningful feedback during team trainings and enabling comparisons in scientific studies. However, traditional methods like self-reports or behavior observations have limitations such as susceptibility to bias or being resource consuming. To overcome these limitations and gain a more comprehensive understanding of team processes and performance, the assessment of objective measures, such as physiological parameters, can be valuable. These objective measures can complement traditional methods and provide a more holistic view of team performance. The aim of this study was to explore the potential of the use of objective measures for evaluating team performance for research and training purposes. For this, experts in the field of research and medical simulation training were interviewed to gather their opinions, ideas, and concerns regarding this novel approach.MethodsA total of 34 medical and research experts participated in this exploratory qualitative study, engaging in semi-structured interviews. During the interview, experts were asked for (a) their opinion on measuring team performance with objective measures, (b) their ideas concerning potential objective measures suitable for measuring team performance of healthcare teams, and (c) their concerns regarding the use of objective measures for evaluating team performance. During data analysis responses were categorized per question.ResultsThe findings from the 34 interviews revealed a predominantly positive reception of the idea of utilizing objective measures for evaluating team performance. However, the experts reported limited experience in actively incorporating objective measures into their training and research. Nevertheless, they identified various potential objective measures, including acoustical, visual, physiological, and endocrinological measures and a time layer. Concerns were raised regarding feasibility, complexity, cost, and privacy issues associated with the use of objective measures.DiscussionThe study highlights the opportunities and challenges associated with employing objective measures to assess healthcare team performance. It particularly emphasizes the concerns expressed by medical simulation experts and team researchers, providing valuable insights for developers, trainers, researchers, and healthcare professionals involved in the design, planning or utilization of objective measures in team training or research.

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.

Critical Infrastructures are infrastructures that provide vital or critical services for the population such as supply of electricity, drinking water, food, and health care. Interruptions of these services may have a direct or indirect adverse impact on the population's welfare. I.e. failures of critical services can lead to injuries or even losses of life, property damages, social and economic disruptions and thus drastically reduce the overall security of supply. We propose a new resilience measure that can be applied together with other known graph-related measures in order to achieve resilient, efficient, and economic feasible critical supply networks. In contrast to pure graph measures, the resilience measure we propose, takes spatial information of infrastructures and their criticalities w.r.t. to the availability of e.g. power or water into account. To enable a comprehensive evaluation of network topologies, a composite resilience metric is introduced, which uses these aforementioned measures as weighted building blocks. For evaluating critical network designs, the proposed methodology applies this composite resilience metric and Multi-Criteria Decision Analysis. Based on this, a genetic algorithm is proposed for identifying disaster resilient water supply networks.

As exploration of new frontiers continues, the need for team training in extreme environments grows. Operating in isolated, confined, and extreme environments (ICE) demands novel approaches to team performance measurement, as well as new strategies and methods for ensuring teams members are (1) equipped with the knowledge, skills, and attitudes critical for effective team performance over time, and (2) are supported by just-in-time training or other resources when breakdowns in performance inevitably occur. This panel brings together a range of experts in human performance in extreme environments to provide a comprehensive overview and discussion of the most current approaches and trends regarding team training and performance measurement in ICE environments.

Teamwork is a critical aspect of patient care and is especially salient in response to multiple patient casualties. Effective training and measurement improve team performance. However, the literature currently lacks a scientifically developed measure of team performance within multiple causality scenarios, making training and feedback efforts difficult. The present effort addresses this gap by integrating the input of subject matter experts and the science of multicasualty teams and training to (1) identify overarching teamwork processes and corresponding behaviors necessary for team performance and (2) develop a behavioral observation tool to optimize teamwork in multicasualty training efforts. A search of articles including team performance frameworks associated with team training was conducted, leading to the identification of a total of 14 articles. Trained coders extracted teamwork processes and the corresponding team behaviors indicative of effective performance from these articles. Five subject matter experts were interviewed using the critical incident technique to identify additional behaviors. Team situation awareness, team leadership, coordination, and information exchange emerged as the four core team processes required for team performance in scenarios with multiple patient casualties. Relevant behaviors and subbehaviors within these overarching processes were identified to inform a pilot behavioral framework of team performance. The processes and associated behaviors identified within this effort serve as scientifically grounded behaviors of team performance in the case of multiple patient casualties simulated training scenarios. Future work can use and further refine these results to ensure that measures of team performance are grounded in specific, observable, and scientifically delineated behaviors.

Overcoming underload and overload: The effect of stage and level of autonomy in routine-failure trade-off in human-autonomy teams

Organizations increasingly set up multiteam projects for the development of highly complex products. While team research has emphasized the importance of team-internal processes for smaller scale projects, we know little about collaborative processes (especially between teams) in such large-scale projects. This study utilizes a multi-informant longitudinal research design on a product development project (39 teams, 36 months) in the European automotive industry investigating collaboration between and within teams. The results of the study demonstrate that interteam coordination, project commitment, and teamwork quality as rated by the team members at Time 1 (Month 12; end of concept phase) are significantly correlated to project managers’ ratings of overall team performance at Time 3 (Month 36; end of project). The process variables measured at Time 2 (Month 24; end of design phase) display generally weaker correlations with team performance at Time 3. Multiple regression analyses further detail the effects of collaborative processes within and between teams on different measures of team performance (i.e., overall performance, quality, budget, schedule). The results show that collaborative processes during the project have predictive properties in regard to later team performance and can serve as early warning indicators. Furthermore, the results of this study provide support for our hypotheses predicting positive relationships between interteam coordination, project commitment, and teamwork quality. Theoretical and practical implications of this study are discussed.

Introduction: The quality of team performance during medical crises impacts patient outcomes. Team performance can be enhanced by simulated or case-based education. Survival after pediatric cardiac arrest is excellent when effective CPR is performed. Measuring team performance during CPR events can identify errors, allowing development of focused team training. Multiple personnel are involved in resuscitative events and hence, multidisciplinary feedback of perceived errors must be sought. Hypothesis: There is a high rate of qualitative errors that occur during CPR events in the PICU and discordance in perception of errors by team members. Methods: A survey was created of demographics and 3 broad categories of errors- 1. Systems issues 2. Improper BLS/PALS application 3. Crisis resource management (CRM) deficiencies. Personnel conducting the surveys were educated about error categories and debriefing techniques. For all cardiopulmonary arrests(CPAs) in the PICU, the Critical Care (CCM) Attending, Fellow, PICU nurse and respiratory therapist that participated in the resuscitation were interviewed, using formatted, yet open-ended questions. Results: There were 30 CPA events from February to July 2012. 6 patients had 2 events each. Spontaneous circulation returned in 24 events (80%). 21 of the 24 patients survived to hospital discharge (84%). The team leader did multidisciplinary code debriefing following 10 events (33%). 360 degree surveys were successfully done for all team members in 28 cases(93%). Only 2 events(6%) were perceived as error-free by all primary respondents. Systems issues were identified by at least 1 team member in 18 events(60%), BLS/PALS deficiencies in 18 events(60%) and CRM deficiencies in 25 events(83%). More than 1 category of error was identified in 23 events(76%). In 14 events(46%), there was lack of clarity about team leadership. Conclusions: There is a significant rate of errors in PICU CPR team performance. Ample opportunity exists to improve the quality of CPR through team training. Based on our results, CRM is the commonest category of qualitative deficiencies during CPAs and must be primarily targeted during multidisciplinary simulation training and mock codes to enhance patient care.

The growing risk of natural and artificial or manufactured hazards combined with a lack of community preparedness have revealed the necessity for comprehensive and effective metrics for evaluating and improving a community’s resilience, i.e., the ability of communities to prepare for, withstand, and recover from disasters. In this paper, the authors review existing community resilience metrics and tools, classifying them into one of three main categories: community-level, sector-specific, or sociological. The paper provides short descriptions of each metric and comparisons across metrics within the three main categories and across classes. The authors assess the strengths and limitations of these metrics, discuss challenges in improving community resilience, and provide recommendations for the development of new measures of resilience. The paper concludes with an outlook on the future of community resilience, particularly the need for metrics that apply across hazards, geographic areas, and factor...

Chapter 10 - Robust Backbone Design

List of contributors. Introduction (M.M. Beyerlein et al.). Foreword (L. Broedling). Acknowledgments. Empowering work teams with knowledge: enhancing performance in service and information oriented industries (V. Anand et al.). Cognitive engineering in team performance measurement (R.J. Stout et al.). Helping team members help themselves: propositions for facilitating guided team self-correction (K.A. Smith-Jentsch et al.). Influence in self-managing teams: a conceptual examination of the effects of content and context factors on training enrollment decisions (W.J. Smith et al.). Evaluating the capability formation potential of integrated project teams (P.F. Skilton, V. Smith-Daniels). Applying behavior modification to the management of team performance: a systems perspective (M.T. Barriere et al.). Organizational considerations in the evaluation and compensation of work team performance (D. Windsor). An integrative theoretical framework for understanding team reward allocation preferences (A.G. Parisi, L.T. Eby). Performance management in a fourth wave society: systemic measurement, evaluation, and incentives for developing a holonic performance management system (R.E. Debold, Jr.). Complex systems and sensemaking teams: conflict, connectedness, and leadership (D. Duchon et al.). About the editors.

Modern agribusiness operates in an increasingly complex and uncertain environment, characterized by systemic risks such as climate change, extreme weather events, disease outbreaks, regulatory shifts, and volatile market dynamics. These multi-vector disruptions propagate through value chains, amplifying volatility and challenging long-term planning. Traditional strategic management frameworks emphasizing efficiency, competitive positioning, and core competencies are inadequate for sustaining performance under such uncertainty. Contemporary literature advocates a multi-faceted strategic orientation that integrates market sensitivity, innovation, and disciplined planning to reconcile short-term operational goals with long-term resilience. This study employs a systematic literature review of peer-reviewed journals, industry reports, and authoritative organizational studies published between 2010 and 2025, examining strategic management, organizational adaptation, and resilience measurement in agribusiness. The analysis identifies persistent gaps, including the limited operationalization of resilience metrics, underdeveloped frameworks for embedding non-market risk management into organizational structures, and insufficient integration of non-financial expertise into decision-making. Findings indicate that hybrid organizational designs—balancing centralized coordination with decentralized decision-making—combined with digitalization and networked information systems, enhance traceability, responsiveness, and coordination across value chains. Governance professionalization in family-owned agribusinesses improves accountability, strategic oversight, and systematic risk management, while aggregation models address market fragmentation, improve resource access, and facilitate scalable resilience investments. Overall, bridging strategy, structure, and measurable resilience requires an integrated approach that combines quantitative metrics, adaptive organizational structures, professionalized governance, and cooperative aggregation mechanisms. This conceptual synthesis offers actionable guidance for managers and researchers seeking to enhance adaptive capacity, operational efficiency, and long-term value creation in modern agribusiness, highlighting the need for empirical studies to quantify the impacts of these integrated strategies.

Efficient teamwork has been shown to be a key element for improving business process performance and, as a consequence, organisational performance. As a result of this, improving management and measurement of team performance has captured the interest of many organisations intending to increase their competitiveness. This paper illustrates some of the research findings of an on‐going collaborative research project. It first introduces the idea behind a framework for managing process team performance and later compares this framework with the work that an EFQM winning organisation (2000 European Quality Award prize winner) carried out in order to re‐engineer its organisation towards a structure based on processes and teams.