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On the Utility of Experiential Cross-training for Team Decision-making Under Time Stress

Carol A. McCann

出版	Defence & Civil Institute of Environmental Medicine, 2000
URL	http://books.google.com.hk/books?id=FgI3jwEACAAJ&hl=&source=gbs_api

註釋

This study investigated the effectiveness of experiential cross-training in a team context for team decision-making under time stress in a simulated naval surveillance task. It was hypothesized that teams whose members explicitly experience all team positions will perform better under time pressure due to a better shared team interaction model, and that experiential cross-training would reduce the negative effect of member reconfiguration, where each member is shifted to another's position, that can occur in certain military situations. The experiment involved three team training sessions, followed by three time-stressed exercise sessions. During training, one group of teams was cross-trained by asking each member to perform an entire session at each of the three team positions. Member reconfiguration was unexpectedly introduced at the first of the exercise sessions for the cross-trained group and for another group (reconfigured) that had not been cross- trained. A third (control) group was neither cross-trained nor reconfigured. Performance among the three types of groups is compared and the findings are discussed in terms of the multiple mental models' view of team performance. The authors also discuss the relative utility of cross-training when overall training time is fixed.