Team Coordination in Escalating Situations: An Empirical Study Using Mid-Fidelity Simulation
The performance of teams, with different levels of domain and management experience, managing unexpected and escalating situations was observed using a mid-fidelity ship-bridge simulation and analysed by applying the central concepts of joint activity coordination as well as Woods's theory building on data overload. The coordination strategies used by the teams were evaluated by applying coordination process indicators and the concept of control. The paper discusses how different aspects of team coordination in unexpected and escalating situations, e.g. that teams that maintain a high level of control in escalating situations, avoid or minimize the effects of data overload by using explicit and agreed-upon goals rather than sharing as much incoming information as possible. The results presented in this paper show the benefits of applying a broad set of theoretical concepts to shed light on the actual demands that escalating situations pose on people's data processing capacities and processes. It also provides guidance on the successful performance of teams in such situations and thus support for the development of successful strategies for their management. [ABSTRACT FROM AUTHOR]/nCopyright of Journal of Contingencies & is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Independent variables: domain expertise and experience from managementDependent variable [to analyze]: team coordination in the simulated environment
midfidelity ship-bridge simulation
Coordination process: domain expertiseteam coordinationDetermined and destined to make the “fully informed decision”Strictly adhering to predefined roles and tasksProactive management of unexpected and escalating situations
This study was performed by allowing teams to manage unexpected and escalating situations in a simulated environment.Simulation sessions were performed with teams of between five and seven participants acting in different roles as the crew on the bridge of a passenger cruise vessel caught in a stormy night on the Atlantic OceanEach team went through two simulation sessions lasting for an average of three hours each. The programme was a 2-day programme with one simulation session each day.2 facilitators running the simulation
The simulation sessions and the debriefing sessions were video recorded.
The paper discusses how different aspects of team coordination with different levels of domain and management experience, in unexpected and escalating situations avoid or minimize the effects of data overload.
When the cognitive work in a team is focused on continuous sharing of as much data as possible, this can trap decision makers in a reactive behaviour during escalation Applying the theoretical base of joint cognitive activity is a promising way to establish a contrasting view of what makes teams establish, maintain and regain control in escalating situations.
A mid-fidelity ship bridge-simulator was used to evaluate team coordination processes in unexpected and escalating situationsOverall common goal: take a cruise vessel safely from one location to another
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