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Journal articles on the topic 'Team situation awareness'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 February 2022

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1

Endsley, Mica R., and Michelle M. Robertson. "Team Situation Awareness in Aviation Maintenance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 40, no. 21 (October 1996): 1077–81. http://dx.doi.org/10.1177/154193129604002107.

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To assess team situation awareness in an aviation maintenance setting, a methodology was developed for examining situation awareness requirements that incorporates both individual and team situation awareness perspectives. In the present study, inquires were conducted in the field maintenance setting at a major airline. Contextual inquires were combined with a goal directed task analysis to specify the situation awareness requirements involved in each of the interactions (between and within teams) required to perform maintenance tasks. Situation awareness requirements in a team context are discussed along with recommendations for training programs directed at improving situation awareness with and between teams.

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Gorman, Jamie C., Nancy J. Cooke, Harry K. Pederson, O. Connor Olena, and Janie A. DeJoode. "Coordinated Awareness of Situation by Teams (CAST): Measuring Team Situation Awareness of a Communication Glitch." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 3 (September 2005): 274–77. http://dx.doi.org/10.1177/154193120504900313.

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A coordination-based measure of team situation awareness is presented and contrasted with knowledge-based measurement. The measure is applied to team awareness of a communication channel failure (glitch) during a simulated unmanned air vehicle reconnaissance experiment. Experimental results are reported, including the findings that not all team members should be identically aware of the glitch and that appropriate levels of coordination are an important precursor of team situation awareness. The results are discussed in terms of the application of coordination metrics to support the understanding of team situation awareness. The use of team coordination as a low-dimension variable of team functionality is scalable over a variety of team sizes and expertise distributions.

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Bolstad, Cheryl A., Haydee M. Cuevas, and Anthony M. Costello. "Improving Situation Awareness through Cross-Training." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 25 (September 2005): 2159–63. http://dx.doi.org/10.1177/154193120504902509.

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This study investigated how cross-training, particularly in a leadership role, may assist individuals in better understanding the task requirements of their fellow team members, and, thereby, increase their shared situation awareness. Data was collected from a training exercise at the Joint Personnel Recovery Agency. Participants were assigned to one of 4 teams (Navy, Army, Special Ops, or Joint Service) and completed a simulated exercise designed to mimic real life events in a recovery center. Each player was rotated though the various positions and teams such that everyone had a chance to be a team director (lead person) and a team member in each of the 4 teams. Situation awareness was measured during the exercise using the SAGAT technique. Overall, results suggest that cross-training may lead to improved situation awareness. Participants, on average, exhibited greater situation awareness following experience in the director role than prior to director experience.

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de Visser, E., R. Parasuraman, A. Freedy, E. Freedy, and G. Weltman. "Evaluating Situation Awareness in Human-Robot Teams." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 51, no. 18 (October 2007): 1061–64. http://dx.doi.org/10.1177/154193120705101801.

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New methodologies and quantitative measurements for evaluating human-robot team performance must be developed to achieve effective coordination between teams of humans and unmanned vehicles. The Mixed Initiative Team Performance Assessment System (MITPAS) provides such a comprehensive measurement methodology. MITPAS consists of a methodology, tools and procedures to measure the performance of mixed manned and unmanned teams in both training and real world operational environments. This paper shows results of an initial experiment conducted to validate the Situation Awareness Global Assessment Technique (SAGAT) methodology as part of the MITPAS tool and gain insight into the effect of robot competence on operator situation awareness as well as on overall human-robot team performance.

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Demir, Mustafa, Nathan J. McNeese, Manrong She, and Nancy J. Cooke. "Team Coordination of Team Situation Awareness in Human-Autonomy Teaming." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 63, no. 1 (November 2019): 146–47. http://dx.doi.org/10.1177/1071181319631259.

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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.

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Bolstad, Cheryl A., Peter Foltz, Marita Franzke, Haydee M. Cuevas, Mark Rosenstein, and Anthony M. Costello. "Predicting Situation Awareness from Team Communications." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 51, no. 12 (October 2007): 789–93. http://dx.doi.org/10.1177/154193120705101203.

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Given the importance of Situation Awareness (SA) in military operations, there is a critical need for a realtime, unobtrusive tool that objectively and reliably measures warfighters' SA in both training and operations. Just as the requirement for improved access to SA measures has become vital, it is now commonplace for military team communications to be mediated by technology, hence easily captured and available for analysis. We believe that team communications can be used to derive SA measures. To address this issue, we are developing the Automated Communications Analysis of Situation Awareness (ACASA) system. ACASA combines the explanatory capacity of the SA construct with the predictive and computational power of TeamPrints, to assess team and shared SA as well as other cognitive processes. TeamPrints is a system that combines computational linguistics and machine learning techniques coupled with Latent Semantic Analysis (LSA) to analyze team communication. In this paper, we present the findings from an exploratory evaluation of how well TeamPrints predicts SA from the team communications arising during a military training exercise.

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Cuevas, H. M., R. E. T. Jones, and M. E. Mossey. "Team and Shared Situation Awareness in Disaster Action Teams." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 55, no. 1 (September 1, 2011): 365–69. http://dx.doi.org/10.1177/1071181311551075.

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McNeese, Nathan J., Mustafa Demir, Nancy J. Cooke, and Manrong She. "Team Situation Awareness and Conflict: A Study of Human–Machine Teaming." Journal of Cognitive Engineering and Decision Making 15, no. 2-3 (May 19, 2021): 83–96. http://dx.doi.org/10.1177/15553434211017354.

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This article focuses on two fundamental human–human teamwork behaviors and seeks to understand them better in human–machine teams. Specifically, team situation awareness (TSA) and team conflict are examined in human–machine teams. There is a significant need to identify how TSA and team conflict occur during human–machine teaming, in addition to how they impact each other. In this work, we present an experiment aimed at understanding TSA and team conflict in the context of human–machine teaming in a remotely piloted aircraft system (RPAS). Three conditions were tested: (1) control: teams consisted of all humans; (2) synthetic: teams consisted of the pilot role being occupied by a computational agent based on ACT-R architecture that employed AI capabilities, with all other team roles being humans; and (3) experimenter: an experimenter playing the role of the pilot as a highly effective computational agent, with the other roles being humans. The results indicate that TSA improved over time in synthetic teams, improved and then stabilized over time in experimenter teams, and did not improve in control teams. In addition, results show that control teams had the most team conflict. Finally, in the control condition, team conflict negatively impacts TSA.

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Salas, Eduardo, Carolyn Prince, David P. Baker, and Lisa Shrestha. "Situation Awareness in Team Performance: Implications for Measurement and Training." Human Factors: The Journal of the Human Factors and Ergonomics Society 37, no. 1 (March 1995): 123–36. http://dx.doi.org/10.1518/001872095779049525.

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Situation awareness has long been recognized as an important variable in aviation performance. Research to date has focused on identifying characteristics of situation awareness for individuals, not on the behaviors and processes associated with team situation awareness. The purpose of this review is to delineate and identify characteristics of team situation awareness. In addition, implications are discussed and research questions are outlined that target the measurement and training of situation awareness in teams.

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Cuevas, Haydee M., and Cheryl A. Bolstad. "Influence of Team Leaders' Situation Awareness on their Team's Situation Awareness and Performance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 54, no. 4 (September 2010): 309–13. http://dx.doi.org/10.1177/154193121005400409.

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Sulistyawati, Ketut, Yoon Ping Chui, and Christopher D. Wickens. "Multi-method Approach to Team Situation Awareness." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 52, no. 4 (September 2008): 463–67. http://dx.doi.org/10.1177/154193120805200455.

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Javed, Yasir, and Tony Norris. "Measuring Shared and Team Situation Awareness of Emergency Decision Makers." International Journal of Information Systems for Crisis Response and Management 4, no. 4 (October 2012): 1–15. http://dx.doi.org/10.4018/jiscrm.2012100101.

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Large scale emergencies are usually responded to by a team of emergency managers or a number of sub teams. Team coordination has attracted considerable research interest, especially from the cognitive, human factors, and ergonomic aspects because the shared situation awareness (SSA) and team situation awareness (TSA) of team members is critical for optimal decision making. This paper describes the development of an information system (SAVER) based on SSA and TSA oriented systems design. Validation and evaluation of the implemented design shows that decision performance is improved by the SAVER system.

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Cain, Ashley A., Tamsyn Edwards, and David Schuster. "A Quantitative Measure for Shared and Complementary Situation Awareness." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 60, no. 1 (September 2016): 1823–27. http://dx.doi.org/10.1177/1541931213601416.

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As team structures evolve and become more complex, with human and automated agents working together to accomplish team goals, measurement approaches for system situation awareness must also adapt. This paper proposes a novel approach to the measurement of SA for human automation teams. Limitations of existing individual SA measurement approaches are highlighted with a particular focus on the sensitivity of current measures to knowledge held across human and automated agents in complex sociotechnical systems. We propose that elements from team communication data can be used as a basis for the quantification of shared and complementary situation awareness. We present a conceptual measurement approach for using communication data to measure shared and complementary situation awareness for human-automation teams, appropriate for both open or closed loop communication. This paper discusses how such a measurement approach would be applied specifically for human-automation teams, including automation that functions as decision aids, as managers, and automation that learns with the human operator, and discusses implications of our measure for training and design.

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Grimm, David A., Mustafa Demir, Jamie C. Gorman, and Nancy J. Cooke. "Team Situation Awareness in Human-Autonomy Teaming: A Systems Level Approach." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 62, no. 1 (September 2018): 149. http://dx.doi.org/10.1177/1541931218621034.

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Project overview. The current study focuses on analyzing team flexibility by measuring entropy (where higher values correspond to system reorganization and lower values correspond to more stable system organization) across all-human teams and Human-Autonomy Teams (HAT). We analyzed teams in the context of a fully-fledged synthetic agent that acts as a pilot for a three-agent Remotely Piloted Aircraft System (RPAS) ground crew. The synthetic agent must be able to communicate and coordinate with human teammates in a constructive and timely manner to be effective. This study involved three heterogeneous team members who had to take photographs of target waypoints and communicate via a text-based communication system. The three team members’ roles were: 1) navigator provides information about flight plan with speed and altitude restrictions at each waypoint; 2) pilot adjusts altitude and airspeed to control the Remotely Piloted Aircraft (RPA), and negotiates with the photographer about the current altitude and airspeed to take good photos for the targets; and 3) photographer screens camera settings, and sends feedback to other team members regarding the target photograph status. The three conditions differed based on the manipulation of the pilot role: 1) Synthetic – the pilot was the synthetic agent, 2) Control – the pilot was a randomly assigned participant, and 3) Experimenter – the pilot was a well-trained experimenter who focused on sending and receiving information in a timely manner. The goal of this study is to examine how overall RPAS flexibility across HATs and all-human teams are associated with Team Situation Awareness (TSA). Method. There were 30 teams (10-teams per 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. We obtained several measures, including mission and target level team performance scores, team process measures (situation awareness, process ratings, communication and coordination), and other measures (teamwork knowledge, workload, and demographics). We first estimated amount of system reorganization of the RPAS via an information entropy measure, i.e., the number of arrangements the system occupied over a given period of time (Shannon & Weaver, 1975). Based on information entropy, we defined four layers to represent the RPAS (Gorman, Demir, Cooke, & Grimm, In Review): 1) communications - the chat-based communication among team members; 2) vehicle - the RPA itself, e.g., speed, altitude; 3) control - interface between the RPA and the user; and system - the overall activity of the sub-layers. Then, we looked at the relationship between layers and TSA, which was based on successfully overcoming and completing ad hoc embedded target waypoints. Results and conclusion. Overall, the experimenter teams adapted to more roadblocks than the synthetic teams, who were equivalent to control teams (Demir, McNeese, & Cooke, 2016). The findings indicate that: 1) synthetic teams demonstrated rigid systems level activity, which consisted of less reorganization of communication, control and vehicle layers as conditions changed, which also resulted in less adaptation to roadblocks; 2) control teams demonstrated less communication reorganization, but more control and vehicle reorganization, which also resulted in less adaptation to roadblocks; and 3) experimenter teams demonstrated more reorganization across communication, control and vehicle layers, which resulted in better adaptation to roadblocks. Thus, the ability of a system to reorganize across human and technical layers as situations change is needed to adapt to novel conditions of team performance in a dynamic task

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Valaker, Sigmund, Thorvald Hærem, and Bjørn Tallak Bakken. "Communication media and Team performance: Mediating Role of Team Situation Awareness." Academy of Management Proceedings 2016, no. 1 (January 2016): 18010. http://dx.doi.org/10.5465/ambpp.2016.18010abstract.

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Gregorio, Marianna Di, Marco Romano, Monica Sebillo, Giuliana Vitiello, and Angela Vozella. "Improving Human Ground Control Performance in Unmanned Aerial Systems." Future Internet 13, no. 8 (July 22, 2021): 188. http://dx.doi.org/10.3390/fi13080188.

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The use of Unmanned Aerial Systems, commonly called drones, is growing enormously today. Applications that can benefit from the use of fleets of drones and a related human–machine interface are emerging to ensure better performance and reliability. In particular, a fleet of drones can become a valuable tool for monitoring a wide area and transmitting relevant information to the ground control station. We present a human–machine interface for a Ground Control Station used to remotely operate a fleet of drones, in a collaborative setting, by a team of multiple operators. In such a collaborative setting, a major interface design challenge has been to maximize the Team Situation Awareness, shifting the focus from the individual operator to the entire group decision-makers. We were especially interested in testing the hypothesis that shared displays may improve the team situation awareness and hence the overall performance. The experimental study we present shows that there is no difference in performance between shared and non-shared displays. However, in trials when unexpected events occurred, teams using shared displays-maintained good performance whereas in teams using non-shared displays performance reduced. In particular, in case of unexpected situations, operators are able to safely bring more drones home, maintaining a higher level of team situational awareness.

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Entin, Eileen B., and Elliot E. Entin. "Assessing Team Situation Awareness in Simulated Military Missions." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 1 (July 2000): 73–76. http://dx.doi.org/10.1177/154193120004400120.

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Riley, Jennifer M., Laura D. Strater, Fleet Davis, Sean Strater, and Laurie Faulkner. "Situation Awareness and Team Communication in Robot Control." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 53, no. 4 (October 2009): 172–76. http://dx.doi.org/10.1177/154193120905300403.

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Shu, Yufei, and Kazuo Furuta. "An inference method of team situation awareness based on mutual awareness." Cognition, Technology & Work 7, no. 4 (November 2005): 272–87. http://dx.doi.org/10.1007/s10111-005-0012-x.

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Robertson, Michelle M., and Mica R. Endsley. "Development of a Situation Awareness Training Program for Aviation Maintenance." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 41, no. 2 (October 1997): 1163–67. http://dx.doi.org/10.1177/107118139704100298.

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Training to improve situation awareness has become a topic of concern, particularly in safety critical areas such as aviation. This paper describes a training program designed to enhance situation awareness across the multiple, distributed teams found in aircraft maintenance. Problems with poor situation awareness in aircraft maintenance and gaps in situation awareness across the multiple teams engaged in this process have been linked to aircraft accidents, damage and inefficiencies in airline operations. The training program was developed based on an instructional systems design model. A front-end analysis was conducted which resulted in a determination of instructional objectives and goals. Five concepts for training to improve team SA were specified and developed into a deliverable training program: Shared mental models, verbalization of decisions, shift meetings and teamwork, provision of feedback, and individual SA training. The instructional design process used and the Team SA Training Program developed for this domain will be discussed.

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Kaber, David B., and Mica R. Endsley. "Team situation awareness for process control safety and performance." Process Safety Progress 17, no. 1 (1998): 43–48. http://dx.doi.org/10.1002/prs.680170110.

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Saner, Lelyn D., Cheryl A. Bolstad, Cleotilde Gonzalez, and Haydee M. Cuevas. "Measuring and Predicting Shared Situation Awareness in Teams." Journal of Cognitive Engineering and Decision Making 3, no. 3 (September 2009): 280–308. http://dx.doi.org/10.1518/155534309x474497.

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In order to improve our understanding of situation awareness (SA) in teams performing in technologically advanced command, control, and communications (C3) operations, researchers need to develop valid approaches to assess both individual and shared SA. We investigated SA in an interdisciplinary military rescue operation training exercise. For this study, we developed procedures to measure the degree of shared SA between two team members and to improve the accuracy of their shared SA scores. We suggest that SA scores that are calculated using many existing methods may be inflated because they often fail to account for error in terms of both the amount of information that is thought to be relevant and in the accuracy of a person's knowledge of it. We calculated true SA scores that account for both of these types of error. The measures were then used to evaluate five potential predictors of shared SA. Our analysis suggested that failure to compensate for error in SA may lead to overestimation of performance in a situation. The results also revealed a significant relationship between shared SA and participants' distance from a central, joint service team, which acted as the organizational hub within the C3 structure. Shared SA was better the further away from the hub people were, which suggests that a person's role and position within an organization affects the level of shared SA that can be achieved with other individuals.

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Campbell, Gwendolyn E., and James A. Pharmer. "Assessing Team Situation Awareness in the Field: A Comparison of Measurement Approaches." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 46, no. 24 (September 2002): 1959–63. http://dx.doi.org/10.1177/154193120204602405.

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In this paper we describe a field study conducted with trained Navy teams that was designed to assess the impact of an advanced watchstation on team performance. One of our primary hypotheses was that the advanced display technologies incorporated in this watchstation would support superior situation awareness (SA) within the Navy teams, when compared to the SA supported by their current watchstations. We attempted to use traditional probing techniques to assess team SA, but encountered several difficulties. On the other hand, by assessing the frequency of different classes of behaviors across objects with different levels of tactical significance, we were able to find a strong performance pattern that clearly supported our hypothesis. After explaining our approach and results, we briefly discuss implications for other efforts attempting to assess SA in field settings.

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Cooke, Nancy J., Renée Stout, and Eduardo Salas. "Broadening the Measurement of Situation Awareness through Cognitive Engineering Methods." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 41, no. 1 (October 1997): 215–19. http://dx.doi.org/10.1177/107118139704100149.

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Situation awareness (SA) and team SA are popular concepts, yet vaguely defined and inadequately measured. They involve representations of the current situation, performance resulting from those representations, and cognitive structures and processes leading to those representations. Current measures of individual and team SA focus on the assessment of performance or the accuracy of the resulting situation model at the expense of other aspects of SA, such as situation assessment, mental models, and team process behaviors. As a result, these measures fail to capture the richness of the constructs of individual and team SA, critical for applications involving training and team SA. We propose that a cognitive engineering approach to measuring SA which focuses on the elicitation of the cognition underlying SA, can extend measurement by overcoming many of the current limits. As an illustration, the measurement of situation models using this approach is presented.

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Kitchin, Joanne, and Chris Baber. "The Dynamics of Distributed Situation Awareness." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 61, no. 1 (September 2017): 277–81. http://dx.doi.org/10.1177/1541931213601551.

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A method for analyzing communication transcripts was employed to explore the relationship between task coherence and operator interactivity as a measure of team and distributed situation awareness. The method takes advantage of the entropy within a system and uses this as a measure of order within the task processes and operator input. We posit that this new way of measuring and analyzing situation awareness not only supports the notion of distributed situation awareness as an emergent property of a system but also eliminates the problem of intrusion and reliance on operator self-reporting which current methods pose.

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Schei, Gaute S., and Rune Giske. "Shared Situational Awareness in a Professional Soccer Team: An Explorative Analysis of Post-Performance Interviews." International Journal of Environmental Research and Public Health 17, no. 24 (December 9, 2020): 9203. http://dx.doi.org/10.3390/ijerph17249203.

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Sport science research has done little to elaborate on the cognitive factors that turn a collection of individual players into a coordinated elite team. The purpose of this paper is to clarify if the players and coach of an elite soccer team express shared situational awareness. Ten players and one coach were exposed to twelve video pictures from a previous soccer match, and their statements for each picture were recorded and analyzed using a qualitative approach. Two of five game situations were with ball possession and three out of seven were without ball possession; the player statements are contradictory, with a high threat for inadequate coordination. In seven of the twelve game situations, the players’ statements coincided and expressed a shared situational awareness, with good opportunities for adequate defensive and offensive coordination. In two of the game situations, there was a high threat for inadequate coordination. There was consensus among 9 out of 10 players, but the player with the divergent statement was central in the situation. The procedure followed in the study could be used to elucidate if a team has shared situational awareness and clarify in which situations there exists discrepancies and data that can be used to improve team coordination on and off the field.

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Perusich, Karl, and Michael D. McNeese. "Constructing a Battlespace to Understand Macroergonomic Factors in Team Situation Awareness." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (July 2000): 2–618. http://dx.doi.org/10.1177/154193120004401247.

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As socio-technical systems increase the capability to acquire, analyze, and disseminate information, the concept of a multi-dimensional battlespace has been developed as a means to understand the ways a myriad of socio-cognitive / macroergonomic factors interact and impact the execution of a plan of action. Defined within this battlespace are various ways in which individual actors and teams of actors can access information and the impact their decisions will have on the overall evolved problem space. Although convenient for conceptualizing the many complexities and dimensionalities involved in the modern military decision making environment, a specific battlespace often lacks substance. Being aware of the dynamics and intricacies of the battlespace is a key determinant of whether team situation awareness is present, so without a contextual definition it has little value in understanding or improving the military decision making process. In this paper, the methods and results of constructing a battlespace using fuzzy cognitive maps will be described. The example was developed as part of a multi-team exercise that constructed rules of engagement for tasking various Air Force assets dealing with SCUD attacks in a hypothetical North Korean attack against South Korea.

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She, Manrong, Zhizhong Li, and Liang Ma. "User-defined information sharing for team situation awareness and teamwork." Ergonomics 62, no. 8 (May 7, 2019): 1098–112. http://dx.doi.org/10.1080/00140139.2019.1607910.

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Prince, Carolyn, Erica Ellis, Michael T. Brannick, and Eduardo Salas. "Measurement of Team Situation Awareness in Low Experience Level Aviators." International Journal of Aviation Psychology 17, no. 1 (January 2007): 41–57. http://dx.doi.org/10.1080/10508410709336936.

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Prince, Carolyn, Erica Ellis, Michael T. Brannick, and Eduardo Salas. "Measurement of Team Situation Awareness in Low Experience Level Aviators." International Journal of Aviation Psychology 17, no. 1 (October 2007): 41–57. http://dx.doi.org/10.1207/s15327108ijap1701_3.

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Patrick, J., N. James, A. Ahmed, and P. Halliday. "Observational assessment of situation awareness, team differences and training implications." Ergonomics 49, no. 4 (March 15, 2006): 393–417. http://dx.doi.org/10.1080/00140130600576272.

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Gorman, Jamie C., Nancy J. Cooke, and Jennifer L. Winner. "Measuring team situation awareness in decentralized command and control environments." Ergonomics 49, no. 12-13 (October 10, 2006): 1312–25. http://dx.doi.org/10.1080/00140130600612788.

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Demir, Mustafa, Nathan J. McNeese, and Nancy J. Cooke. "Team situation awareness within the context of human-autonomy teaming." Cognitive Systems Research 46 (December 2017): 3–12. http://dx.doi.org/10.1016/j.cogsys.2016.11.003.

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John, Mark, Harvey S. Smallman, and Daniel I. Manes. "Interruption Recovery Tools for Team Collaboration." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 51, no. 4 (October 2007): 229–33. http://dx.doi.org/10.1177/154193120705100418.

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Interruptions and situation awareness recovery are important issues in many task domains. Here, we explore the extent to which cognitive design principles for situation awareness recovery that were developed in the air warfare domain can be applied to team mission execution. We developed a tool, called team-CHEX, for presenting and managing messages and for helping users recover situation awareness following interruptions. We report two experiments that compared team-CHEX with two commonly employed mission execution recovery tools – chat and shared whiteboards. The results of the first experiment were used to refine specific interface features of team-CHEX. The final tool was superior to common chat designs and equal to, and in some respects superior to, common whiteboard designs. The revised and extended interruption recovery principles should be useful for the design of both monitoring tasks, such as air warfare, and team collaboration tasks, such as mission execution.

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Yim, Ho Bin, and Poong Hyun Seong. "A Quantitative Team Situation Awareness Measurement Method Considering Technical and Nontechnical Skills of Teams." Nuclear Engineering and Technology 48, no. 1 (February 2016): 144–52. http://dx.doi.org/10.1016/j.net.2015.09.007.

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Hultin, Magnus, Karin Jonsson, Maria Härgestam, Marie Lindkvist, and Christine Brulin. "Reliability of instruments that measure situation awareness, team performance and task performance in a simulation setting with medical students." BMJ Open 9, no. 9 (September 2019): e029412. http://dx.doi.org/10.1136/bmjopen-2019-029412.

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ObjectivesThe assessment of situation awareness (SA), team performance and task performance in a simulation training session requires reliable and feasible measurement techniques. The objectives of this study were to test the Airways–Breathing–Circulation–Disability–Exposure (ABCDE) checklist and the Team Emergency Assessment Measure (TEAM) for inter-rater reliability, as well as the application of Situation Awareness Global Assessment Technique (SAGAT) for feasibility and internal consistency.DesignMethodological approach.SettingData collection during team training using full-scale simulation at a university clinical training centre. The video-recorded scenarios were rated independently by four raters.Participants55 medical students aged 22–40 years in their fourth year of medical studies, during the clerkship in anaesthesiology and critical care medicine, formed 23 different teams. All students answered the SAGAT questionnaires, and of these students, 24 answered the follow-up postsimulation questionnaire (PSQ). TEAM and ABCDE were scored by four professionals.MeasuresThe ABCDE and TEAM were tested for inter-rater reliability. The feasibility of SAGAT was tested using PSQ. SAGAT was tested for internal consistency both at an individual level (SAGAT) and a team level (Team Situation Awareness Global Assessment Technique (TSAGAT)).ResultsThe intraclass correlation was 0.54/0.83 (single/average measurements) for TEAM and 0.55/0.83 for ABCDE. According to the PSQ, the items in SAGAT were rated as relevant to the scenario by 96% of the participants. Cronbach’s alpha for SAGAT/TSAGAT for the two scenarios was 0.80/0.83 vs 0.62/0.76, and normed χ² was 1.72 vs 1.62.ConclusionTask performance, team performance and SA could be purposefully measured, and the reliability of the measurements was good.

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Kim, Sa Kil, Joo Hyun Sim, Tong Il Jang, and Hyun Chul Lee. "Empirical Study of Shared Situation Awareness between Active and Passive Group-view Displays." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 63, no. 1 (November 2019): 2195–200. http://dx.doi.org/10.1177/1071181319631072.

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The purpose of this study is to develop an active group-view display and evaluate the effectiveness of the prototype to cope with team errors in terms of shared situation awareness. The results of this research provide effective countermeasures that can be used to cope with team errors from the perspective of team communication and contextual situation sharing. To develop the active group-view display, we first investigated hazardous factors that could cause team error based on the team error process; we determined countermeasures to cope with these hazardous factors, validated the countermeasures by scenario-based analysis, developed an active group-view display that adds the function of interaction among operators in nuclear facilities and, finally, validated the effectiveness of the active display in terms of team situational awareness. Based on the team error process, we determined hazardous factors for team error that may occur in the process of using the group-view display. To prevent these hazardous factors, brainstorming with experienced operators is used to establish four countermeasures and three barriers against team error. A laser writing device with the function of pointing and marking information through gestures to the group-view display is proposed. An effectiveness test of team communication and decision making using the active group-view display device is performed using SACRI. The results of the test show a significant difference between active and passive displays. This study suggests that an improved interface using an active group-view display device can be utilized as a countermeasure against team errors. In order to cope with human errors that may occur in a digital control room, it is necessary to prepare countermeasures through systematic analysis of various interfaces such as computer-based procedures, digitalized alarm indicators, and mimic-based displays in nuclear power plants.

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Aragon, Cecilia R., Sarah S. Poon, Gregory S. Aldering, Rollin C. Thomas, and Robert Quimby. "Using Visual Analytics to Develop Situation Awareness in Astrophysics." Information Visualization 8, no. 1 (January 2009): 30–41. http://dx.doi.org/10.1057/ivs.2008.30.

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We present a novel collaborative visual analytics application for cognitively overloaded users in the astrophysics domain. The system was developed for scientists who need to analyze heterogeneous, complex data under time pressure, and make predictions and time-critical decisions rapidly and correctly under a constant influx of changing data. The Sunfall Data Taking system utilizes several novel visualization and analysis techniques to enable a team of geographically distributed domain specialists to effectively and remotely maneuver a custom-built instrument under challenging operational conditions. Sunfall Data Taking has been in production use for 2 years by a major international astrophysics collaboration (the largest data volume supernova search currently in operation), and has substantially improved the operational efficiency of its users. We describe the system design process by an interdisciplinary team, the system architecture and the results of an informal usability evaluation of the production system by domain experts in the context of Endsley's three levels of situation awareness.

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LU, Jie, Guangquan ZHANG, and Fengjie WU. "Team Situation Awareness Using Web-based Fuzzy Group Decision Support Systems." International Journal of Computational Intelligence Systems 1, no. 1 (2008): 50. http://dx.doi.org/10.2991/ijcis.2008.1.1.4.

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Lu, Jie, Guangquan Zhang, and Fengjie Wu. "Team Situation Awareness using Web-Based Fuzzy Group Decision Support Systems." International Journal of Computational Intelligence Systems 1, no. 1 (January 2008): 50–59. http://dx.doi.org/10.1080/18756891.2008.9727604.

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Nonose, Kohei, Taro Kanno, and Kazuo Furuta. "An evaluation method of team situation awareness based on mutual belief." Cognition, Technology & Work 12, no. 1 (January 23, 2009): 31–40. http://dx.doi.org/10.1007/s10111-008-0127-y.

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Rosqvist, E., S. Lauritsalo, and J. Paloneva. "Short 2-H in Situ Trauma Team Simulation Training Effectively Improves Non-Technical Skills of Hospital Trauma Teams." Scandinavian Journal of Surgery 108, no. 2 (July 20, 2018): 117–23. http://dx.doi.org/10.1177/1457496918789006.

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Background and Aims: As conducting the regular trauma team simulation training is expensive and time-consuming, its effects must be explored. The objective was to evaluate the efficacy of a structured 2-h in situ multiprofessional trauma team simulation training course on non-technical skills. Materials and Methods: This prospective study comprised 90 trauma teams with 430 participants. The structured, 2-h course consisted of an introductory lecture and two different simulations with debriefings. Data were collected using a pre–post self-assessment questionnaire. In addition, the expert raters used the T-NOTECHS scale. Results: The following non-technical skills improved significantly among both medical doctors and nurses: knowledge of the trauma resuscitation guidelines, problem identification, decision making, situation awareness/coping with stress, communication and interaction, time management, being under authority, and confidence in one’s role in a team. The teams improved significantly in leadership, cooperation and resource management, communication and interaction, assessment and decision making, and situation awareness/coping with stress. Conclusion: A short, structured 2-h in situ trauma team simulation training course is effective in improving non-technical skills.

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Michailovs, Steph, Stephen Pond, Megan Schmitt, Jessica Irons, Matthew Stoker, Troy Visser, Sam Huf, and Shayne Loft. "Team Performance in a Simulated Maritime Control Room: The Effect of Information Integration and Operator Configuration." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 63, no. 1 (November 2019): 2206–8. http://dx.doi.org/10.1177/1071181319631322.

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How team cognition is conceptualized has evolved rapidly in the last decade with the emerging use of a systems approach, moving the focus from the cognition residing in the heads of individuals, to that distributed across the team. This is referred to as ‘distributed cognition’. Increasingly, network approaches are being explored in attempts to model team distributed cognition. The specific domain of interest in the present study is the sociotechnical system within a maritime control room. This comprises human, machine and software agents interacting to interpret sensor data in order to develop a timely and accurate picture of surrounding contacts at sea. To achieve the goal, information is shared or integrated across the maritime control room consoles. The aim of this study was to develop and apply a suite of workload, situation awareness and team performance measures, including network analysis techniques, to examine how the distributed cognition of a team might change as a function of console configuration and information integration within a control room, and how these changes, if any, impact overall team performance. Sixteen teams of six novices conducted two one-hour scenarios operating generic maritime control room positions. Each team completed a one-hour simulation in each of two console configuration layouts with the order counter-balanced (within-subject design). Half the teams conducted the two scenarios in a high integration condition, and half in a low integration condition (between-subjects). The human machine interface (HMI) designs for the high integration condition emerged from a series of task analyses and user-centered design workshops. The emergent cognitively –oriented HMI designs are based on the assumption that each console can freely share information with other consoles. To create an analogue of current, less-integrated, and more stove-piped systems, a low integration condition was created where not all information was shared across consoles, but instead was shared verbally by console operators. Contacts detected at sea were introduced into the simulation and the team’s task was to assess, report and derive a solution (location, course, and speed) for each detected contact. Individual situation awareness was measured through the Situation Present Assessment Method (SPAM) and individual workload through the Air Traffic Workload Indicator Task (ATWIT). Team interaction from the scenarios were video recorded and we applied the Event Analysis of Systemic Teamwork (EAST) approach to examine the task, social and information networks which emerged. Team performance was measured as the accuracy and timeliness of the solutions We found higher information integration lowered average team workload, and improved average team situation awareness and team performance (faster solutions and a more accurate tactical picture). We found no impact of console configuration on team performance or any other dependent measure. The EAST method uncovered patterns in the network analysis that are potentially explanatory for the team workload, situation awareness and performance findings as a function of the information integration manipulation. This experiment showed that there can be reductions in workload, and improvements to situation awareness and performance when information is shared between consoles in a considered design. This has implications for HMI design within a team setting. The set of diagnostic metrics developed were largely effective in examining teamwork and team performance. Acknowledgements. The authors would like to thank Justin Hill (Royal Australian Navy) for his subject matter expertise, Graeme Muller (elmTEK) for his software, technical and infrastructure support, David Munro-Ford (Total Technology Partners) for his simulation programming, Dr Aaron Roberts for his advice on general aspects of the experiment, and Professor Paul Salmon for his advice on EAST.

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Cooke, Nancy J., Rene'e Stout, Krisela Rivera, and Eduardo Salas. "Exploring Measures of Team Knowledge." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 42, no. 3 (October 1998): 215–19. http://dx.doi.org/10.1177/154193129804200307.

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Team cognition is more than the aggregate cognition of team members. It is an emerging feature, worthy of study in its own right. In this paper we investigate potential metrics of team knowledge in the context of a broader exploratory study on measures of team knowledge, performance, and situation awareness. Team members assumed different roles in a three-person synthetic task in which they were presented with unique role-relevant information. Successful accomplishment of team objectives required team members to share information. The focus of this paper is on one of several measures collected which required judgments of pairwise relatedness ratings for mission-relevant terms. These data were submitted to Pathfinder network scaling and used to derive three metrics of team knowledge: knowledge accuracy, interpositional knowledge, and knowledge similarity. The metrics revealed different perspectives on team knowledge and were generally predictive of team performance and team situation awareness.

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Mansikka, Heikki, Kai Virtanen, Ville Uggeldahl, and Don Harris. "Team situation awareness accuracy measurement technique for simulated air combat - Curvilinear relationship between awareness and performance." Applied Ergonomics 96 (October 2021): 103473. http://dx.doi.org/10.1016/j.apergo.2021.103473.

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Bolstad, Cheryl A., and Mica R. Endsley. "The Effect of Task Load and Shared Displays on Team Situation Awareness." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 1 (July 2000): 189–92. http://dx.doi.org/10.1177/154193120004400150.

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Bolstad, Cheryl A., and Mica R. Endsley. "Measuring Shared and Team Situation Awareness in the Army's Future Objective Force." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 47, no. 3 (October 2003): 369–73. http://dx.doi.org/10.1177/154193120304700325.

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Wauben, L. S. G. L., C. M. Dekker-van Doorn, J. D. H. van Wijngaarden, R. H. M. Goossens, R. Huijsman, J. Klein, and J. F. Lange. "Discrepant perceptions of communication, teamwork and situation awareness among surgical team members." International Journal for Quality in Health Care 23, no. 2 (January 17, 2011): 159–66. http://dx.doi.org/10.1093/intqhc/mzq079.

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Reader, T. W., R. Flin, K. Mearns, and B. H. Cuthbertson. "Team situation awareness and the anticipation of patient progress during ICU rounds." BMJ Quality & Safety 20, no. 12 (June 23, 2011): 1035–42. http://dx.doi.org/10.1136/bmjqs.2010.048561.

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Sorensen, Linda J., and Neville A. Stanton. "Keeping it together: The role of transactional situation awareness in team performance." International Journal of Industrial Ergonomics 53 (May 2016): 267–73. http://dx.doi.org/10.1016/j.ergon.2016.02.007.

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