Analysis of Team Collaboration Across Decision-Making Domains to Empirically Evaluate a Model of Team Collaboration
Abstract
A model of team collaboration was empirically evaluated by applying definitions of the macrocognitive processes included in the model to the team communications that transpired during two real-world decision-making domains. Macrocognition is defined as the internalized and externalized high-level mental processes employed by teams to create new knowledge during complex, one-of-a-kind problem solving. Team collaboration during two unique, information-rich, time-compressed situations was analyzed and coded, using verbatim transcripts or chat logs, to empirically evaluate the model of team collaboration. Many tasks require rapid and accurate coordination of information, expertise, perspectives and behavior to successfully cope with the demands of time-compressed, ambiguous situations with the threat of fatal consequences. We analyzed team communications from the North American Aerospace Defense Command collaborating with other agencies to deal with the Sept 11, 2001, hijacking of four US commercial aircraft and an Air Operations Center team collaborating to conduct time-sensitive targeting. A new macrocognitive process emerged during the coding process: decision to take action. Deciding to take action is viewed as both a macrocognitive process and a product of team collaboration. Results indicate additional macrocognitive processes need to be included in the model to represent decision making which occurs during execution of real-world tasks.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 01, 2009
- Accession Number
- ADA502983
Entities
People
- Susan G. Hutchins
- Tony Kendall
Organizations
- Naval Postgraduate School