Team Decision Making in Hierarchical Teams.
Abstract
In the early 199Os, the authors began a series of research on decision making in hierarchical teams with distributed expertise. A simulation was developed and a model of decision making in these kinds of teams was proposed. The current research effort continued that work in two ways. First, work was done on the decision making model itself to replicate and revise it as needed in light of empirical findings. Second, research was conducted to investigate the effects of both static and dynamic factors on the ability of hierarchical teams to make accurate decisions. Static factors manipulated were the medium through which the teams interacted (computer mediated or face-to-face) and the architectures of the structures of information used to make decisions. Dynamically, one study investigated the decisions of teams operating in situations requiring sustained attention over a number of decision episodes. Another provided team decision making process feedback specifically designed to aid learning of key constructs in the model. The research on sustained attention and communications mode has been reported elsewhere. This final report will focus on support for the model itself, and the studies of architecture and team learning as influenced by process feedback. An appendix lists products produced during the funding period with citations to articles and presentations for the interested reader.
Document Details
- Document Type
- Technical Report
- Publication Date
- Dec 01, 1996
- Accession Number
- ADA323080
Entities
People
- Daniel R. Ilgen
- John R. Hollenbeck
Organizations
- Michigan State University