Satisficing Trust in Human Robot Teams

在这个项目中，我们设计和开发人-机器人团队（使用真实的机器人进行实验，并使用强化学习进行建模）来进行城市搜索和相关活动。一个团队将由1-3名人类操作员和2-6名机器人组成。我们将“团队”的定义扩展到地面上的机器人和人类之外。与重大事件的管理（在英国紧急服务中）进行类比，业务活动在“青铜”级别进行，即，由“银级”的战术协调员监督的本地人-机器人团队，例如，提供有关法律的或其他限制的指导，并对“黄金”级别的高级战略指挥作出回应，例如，重新定义使命的目标等。这样，“团队”不仅仅是本地协调，而且信任通过指挥层级以及水平地跨越每个级别来应用。通信可能是间歇性的，并且使命的目标和约束可能在使命期间改变。这是信任变化的另一个驱动因素，沿着使命、活动、情况等。每个团队成员，无论是人类还是机器人，都将在团队中分配任务，并以自主方式执行这些任务。团队绩效的关键是获得和维护分布式态势感知的能力，即，团队成员对他们所看到的情况有自己的解释，对队友的行为也有自己的解释。队友的行为可以通过观察队友在特定情况下的行为来推断，以及这是否是预期的。这创造了信任的行为标志。我们还考虑了队友表达态势感知的信心，例如，在他们对数据的解释方面，他们在这种情况下感知。从队友的行为的解释，我们探讨适当规模的信任（使用的概念，信任的“阶梯”上移动向上和向下取决于质量的情况下意识，队友的行为，所造成的威胁的情况）。从分布式态势感知，我们还探讨了反事实（“假设”）推理，以科普不确定和模糊的情况（其中模糊性可能涉及执行任务的权限和权利，或行动的后果，以及态势感知）。

In this project, we design and develop Human-Robot Teams (using experiments with real robots and modelling with Reinforcement Learning) to conduct urban search and related activity. A team will consist of 1-3 human operators and 2-6 robots. We extend the definition of a 'team' beyond robots and humans on the ground. Drawing an analogy with the management of major incidents (in UK Emergency Services), operational activity is performed at the 'bronze' level, i.e., by the local human-robot team which is overseen by tactical coordinators at the 'silver' level, e.g., providing guidance on legal or other constraints, and which answers to high-level strategic command at 'gold' level, e.g., redefining goals for the mission etc. In this way the 'team' is more than local coordination and trust applies through the command hierarchy as well as horizontally across each level. Communication may be intermittent, and the mission's goals and constraints might change during the mission. This is a further driver of variation in trust, along with mission, activity, situation etc. Each team member, human or robot, will be allocated tasks within the team and perform these in an autonomous manner. Key to team performance will be the ability to acquire and maintain Distributed Situation Awareness, i.e., team members will have their own interpretation of the situation as they see it, and their own interpretation of the behaviour of their teammates. Teammate behaviour could be inferred from observation of what teammates are doing in a given situation, and whether this is to be expected. This creates behavioural markers of trust. We also consider the confidence with which teammates might express the Situation Awareness, e.g., in terms of their interpretation of the data they perceive in the situation. From the interpretation of teammate behaviour, we explore appropriately scaled trust (using the concept of a 'ladder of trust' on which trust moves up and down depending on the quality of situation awareness, the behaviour of teammates, the threat posed by the situation). From the Distributed Situation Awareness, we also explore counter-factual ('what-if') reasoning to cope with uncertain and ambiguous situations (where ambiguity might relate to permissions and rights to perform tasks, or to the consequences of an action, as well as Situation Awareness).