Adaptation to Stress in Team Decision-Making and Coordination
Adaptation to Stress in Team Decision-Making and Coordination
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团队决策和协调中的压力适应
DOI：
10.1177/154193129303701806
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发表时间：
1993
期刊：
影响因子：
--
通讯作者：
Catherine E. Volpe
中科院分区：
文献类型：
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作者：
D. Serfaty;E. Entin;Catherine E. Volpe
拥有出色业绩记录的团队有一个共同的关键特征：他们非常适应不同的任务需求。据观察，这些小组在几种不同的协调战略和组织结构之间切换，具有不同的职权线、沟通模式和任务职责，在正常业务和高节奏或紧急情况之间移动。这个问题的核心是两个问题：外部压力对团队绩效的影响是什么？决策者团队应对压力的机制是什么？我们的主要假设是，团队协调策略随着工作量的增加而从低工作量条件下的显性协调演变为隐性协调。为了说明这些观点，本文提供了一项关于压力对指挥团队绩效影响的实验研究结果。这项基于计算机的实验任务模拟了海军环境中的作战，在这种环境中，一个由四名决策者组成的分层团队必须协调复杂和模糊的信息，以对空中目标进行识别。三个与任务相关的压力源-时间压力、不确定性和模糊性-和一个信息结构变量在受试者内进行全因素设计。结果显示，不同的压力源组合在一起产生压力并影响团队决策和协调策略的方式呈现出一些复杂的模式。在时间压力增加的情况下，团队沟通策略的内隐协调模式、预期行为和重定向是明显的。下属和团队领导对错误成本的心理模型之间的差异，会在团队中产生不平凡的犯错模式。组长的定期更新对团队沟通策略起到了稳定作用。提出了不同的团队培训干预措施，以增强相互预期，防止对压力的不充分适应，并促进指挥团队的内隐协调。
Teams with records of superior performance have one common critical characteristic: they are extremely adaptive to varying task demands. These teams were observed to switch between several different coordination strategies and organizational structures, with different lines of authority, communication patterns, and task responsibilities, as they move between normal operations and high-tempo or emergency situations. Two questions are central to the issue: What are the effects of external stressors on team performance, and what are the mechanisms by which teams of decision-makers cope with stress? Our main hypothesis is that team coordination strategies evolve from explicit coordination under low workload conditions to implicit coordination as workload increases. To illustrate these ideas, this paper presents findings from an experimental study on the effects of stress on the performance of command teams. The computer-based experimental task simulates operations in a naval environment in which a hierarchical team of four decision-makers must coordinate complex and ambiguous information to make identifications on air targets. Three task-related stressors–time-pressure, uncertainty, and ambiguity-, and one information-structural variable were manipulated in a within-subject, full-factorial design. Results show some complex patterns of the way the different stressors combine to generate stress and affect the team decision and coordination strategies. Implicit coordination patterns, anticipatory behavior, and redirection of the team communication strategy are evident under conditions of increased time-pressure. Discrepancy between the subordinates' and the team leader's mental model of the costs of errors generates non-trivial patterns of error-making in the teams. The team leader's periodic update had a stabilizing effect on the team communication strategy. Different implementations of team training interventions to enhance mutual anticipation, prevent inadequate adaptation to stress, and foster implicit coordination in command teams are proposed.