Simultaneous Emergent Phenomena: Leadership and Team Synchrony.

Emergent phenomena exhibit interesting dynamics when considered individually. The present article examines two emergent processes that could be occurring simultaneously in an intense team interaction: the emergence of leaders and the emergence of autonomic synchrony within teams making dynamic decisions. In the framework of panarchy theory and related studies on complex systems, autonomic synchrony would be a fast dynamic that is shaped or controlled by leadership emergence, which is a slower dynamic.

Team Situation Awareness, Cohesion, and Autonomic Synchrony 2: Group-level Effects and their Combined Influence on Team Performance.

Situation awareness (SA) is a mental state that is instrumental to performance of complex dynamic tasks. SA within teams is thought to be supported by favorable social conditions within the team. The present study was organized in two parts: (a) causal relationships among SA, group cohesion, and autonomic synchrony, the latter being a fundamentally nonlinear process, and (b) the combined impact of the three variables on performance in a dynamic decisions task.

Team Situation Awareness, Cohesion, and Autonomic Synchrony.

Objective: This study evaluated the causal relationships among situation awareness (SA), cohesion, and autonomic synchrony () within teams. SA is often a team effort and should be more accurate in better-functioning teams.

Background: Cohesive teams perform better overall, although the relationship appears reciprocal; the relationship to SA has not been considered previously.

The Relative Influence of Drivers and Empaths on Team Synchronization.

To further the understanding of how to build or reduce synchrony in a work team, we examined two principles for defining the optimal condition to produce or limit synchrony: (a) the empath-driver ratio (relative strength of the stronger influencer compared to the receptive strength of any member in the group), and (b) the balance between autocorrelated autonomic arousal (degree to which members' signals are independent of other group members) and the degree of influence that transfers from each group member to other group members. In study 1, we employed a series of computational simulations designed to manipulate the four variables. The results indicated that there is a four-way balance between driver strength, empath strength, autocorrelational and transfer effects among team members.

A Comparison of Four Dyadic Synchronization Models.

Synchronization is a special case of self-organization in which one can observe close mimicry in behavior of the system components. Synchrony in body movements, autonomic arousal, and EEG activity among human individuals has attracted considerable attention for their possible roles in social interaction. This article is specifically concerned with autonomic synchrony and finding the best model for the dyadic relationships, with regard to both theoretical and empirical accuracy, that could be extrapolated to synchrony levels for groups and teams of three or more people.