Observing resilient performance in space-based teaming mission using digital technologies.

Space-based teaming requires coordination across human operators using old (e.g., existing communication networks) and new (e.

Simultaneous Hypotheses in Cognitive Agents: Commentary on Paxton, Necaise et al., and the Dynamical Hypothesis in Cognitive Science.

The 1998 article by van Gelder proposed a Dynamical Hypothesis (DH) in cognitive science consisting of Nature (cognitive agents are dynamical systems) and Knowledge (cognitive agents should be understood dynamically) hypotheses in contrast to the Computational Hypothesis (CH) that cognitive agents are computers. My commentary focuses on the contributions of Paxton and Necaise et al. in interpersonal motor coordination and radicalization across social media.

Introduction to the Emerging Cognitive Science of Distributed Human-Autonomy Teams.

Teams are a fundamental aspect of life-from sports to business, to defense, to science, to education. While the cognitive sciences tend to focus on information processing within individuals, others have argued that teams are also capable of demonstrating cognitive capacities similar to humans, such as skill acquisition and forgetting (cf., Cooke, Gorman, Myers, & Duran, 2013; Fiore et al.

An automated content-based measure of closed loop communication among critical care air transport teams.

Successful teamwork is essential to ensure critical care air transport (CCAT) patients receive effective care. Despite the importance of team performance, current training methods rely on subjective performance assessments and do not evaluate performance at the team level. Researchers have developed the Team Dynamics Measurement System (TDMS) to provide real-time, objective measures of team coordination to assist trainers in providing CCAT aircrew with feedback to improve performance.

Communication Strategies in Human-Autonomy Teams During Technological Failures.

Objective: This study examines low-, medium-, and high-performing Human-Autonomy Teams' (HATs') communication strategies during various technological failures that impact routine communication strategies to adapt to the task environment.

Background: Teams must adapt their communication strategies during dynamic tasks, where more successful teams make more substantial adaptations. Adaptations in communication strategies may explain how successful HATs overcome technological failures.

A Typology for the Application of Team Coordination Dynamics Across Increasing Levels of Dynamic Complexity.

Objective: This review and synthesis examines approaches for measuring and assessing team coordination dynamics (TCD). The authors advance a system typology for classifying TCD approaches and their applications for increasing levels of dynamic complexity.

Background: There is an increasing focus on how teams adapt their coordination in response to changing and uncertain operational conditions.

The Impact of Training on Human-Autonomy Team Communications and Trust Calibration.

Objective: This work examines two human-autonomy team (HAT) training approaches that target communication and trust calibration to improve team effectiveness under degraded conditions.

Background: Human-autonomy teaming presents challenges to teamwork, some of which may be addressed through training. Factors vital to HAT performance include communication and calibrated trust.

The Role of Visual and Auditory Communication in the Performance of a Joint Team Task.

Objective: This study examines visual, auditory, and the combination of both (bimodal) coupling modes in the performance of a two-person perceptual-motor task, in which one person provides the perceptual inputs and the other the motor inputs.

Background: Parking a plane or landing a helicopter on a mountain top requires one person to provide motor inputs while another person provides perceptual inputs. Perceptual inputs are communicated either visually, auditorily, or through both cues.

Using Communication to Modulate Neural Synchronization in Teams.

Throughout training and team performance, teams may be assessed based on their communication patterns to identify which behaviors contributed to the team's performance; however, this process of establishing meaning in communication is burdensome and time consuming despite the low monetary cost. A current topic in team research is developing covert measures, which are easier to analyze in real-time, to identify team processes as they occur during team performance; however, little is known about how overt and covert measures of team process relate to one another. In this study, we investigated the relationship between overt (communication) and covert (neural) measures of team process by manipulating the interaction partner (participant or experimenter) team members worked with and the type of task (decision-making or action-based) teams performed to assess their effects on team neural synchronization (measured as neurodynamic entropy) and communication (measured as both flow and content).

Measuring Real-Time Team Cognition During Team Training.

Objective: A method for detecting real-time changes in team cognition in the form of significant communication reorganizations is described. We demonstrate the method in the context of scenario-based simulation training.

Background: We present the dynamical view that individual- and team-level aspects of team cognition are temporally intertwined in a team's real-time response to challenging events.

Evaluating sociotechnical dynamics in a simulated remotely-piloted aircraft system: a layered dynamics approach.

As coordination mechanisms change and technology failures occur, a sociotechnical system must reorganise itself across human and technological layers to maintain effectiveness. We present a study examining reorganisation across communication, controls and vehicle layers of a remotely-piloted aircraft system (RPAS) using a layered dynamics approach. Team members (pilot; navigator; photographer) performed 5 simulated RPAS missions using different operator configurations, including all-human and human-autonomy teams.

Understanding and Modeling Teams As Dynamical Systems.

By its very nature, much of teamwork is distributed across, and not stored within, interdependent people working toward a common goal. In this light, we advocate a systems perspective on teamwork that is based on general coordination principles that are not limited to cognitive, motor, and physiological levels of explanation within the individual. In this article, we present a framework for understanding and modeling teams as dynamical systems and review our empirical findings on teams as dynamical systems.

Deviations from mirroring in interpersonal multifrequency coordination when visual information is occluded.

In activities such as dancing and sports, people synchronize behaviors in many different ways. Synchronization between people has traditionally been characterized as either perfect mirroring (1:1 in-phase synchronization, spontaneous synchrony, and mimicry) or reflectional mirroring (1:1 antiphase synchronization), but most activities require partners to synchronize more complicated patterns. We asked visually coupled dyads to coordinate finger movements to perform multifrequency ratios (1:1, 2:1, 3:1, 4:1, and 5:1).

Top-down (Prior Knowledge) and Bottom-up (Perceptual Modality) Influences on Spontaneous Interpersonal Synchronization.

Coordination with others is such a fundamental part of human activity that it can happen unintentionally. This unintentional coordination can manifest as synchronization and is observed in physical and human systems alike. We investigated the role of top-down influences (prior knowledge of the perceptual modality their partner is using) and bottom-up factors (perceptual modality combination) on spontaneous interpersonal synchronization.

Cross-Level Effects Between Neurophysiology and Communication During Team Training.

Objective: We investigated cross-level effects, which are concurrent changes across neural and cognitive-behavioral levels of analysis as teams interact, between neurophysiology and team communication variables under variations in team training.

Background: When people work together as a team, they develop neural, cognitive, and behavioral patterns that they would not develop individually. It is currently unknown whether these patterns are associated with each other in the form of cross-level effects.

Learning to tie well with others: bimanual versus intermanual performance of a highly practised skill.

Studies indicate that novices are faster in manual tasks when performing with a partner ('intermanual') than with their own two hands ('bimanual'). The generality of this 'mode effect' was examined using a highly practised bimanual task, shoe tying, at which participants were experts. Speed-variability correlations confirmed participants were bimanually skilled but not intermanually skilled.

Neural signatures of team coordination are revealed by multifractal analysis.

The quality of a team depends on its ability to deliver information through a hierarchy of team members and negotiate processes spanning different time scales. That structure and the behavior that results from it pose problems for researchers because multiply-nested interactions are not easily separated. We explored the behavior of a six-person team engaged in a Submarine Piloting and Navigation (SPAN) task using the tools of dynamical systems.

Are two hands (from different people) better than one? Mode effects and differential transfer between manual coordination modes.

Objective: We report an experiment in which we investigated differential transfer between unimanual (one-handed), bimanual (two-handed), and intermanual (different peoples' hands) coordination modes.

Background: People perform some manual tasks faster than others ("mode effects"). However, little is known about transfer between coordination modes.

The organizational neurodynamics of teams.

Our objective was to apply ideas from complexity theory to derive expanded neurodynamic models of Submarine Piloting and Navigation showing how teams cognitively organize around task changes. The cognitive metric highlighted was an electroencephalography-derived measure of engagement (termed neurophysiologic synchronies of engagement) that was modeled into collective team variables showing the engagement of each of six team members as well as that of the team as a whole. We modeled the cognitive organization of teams using the information content of the neurophysiologic data streams derived from calculations of their Shannon entropy.

Interactive team cognition.

Cognition in work teams has been predominantly understood and explained in terms of shared cognition with a focus on the similarity of static knowledge structures across individual team members. Inspired by the current zeitgeist in cognitive science, as well as by empirical data and pragmatic concerns, we offer an alternative theory of team cognition. Interactive Team Cognition (ITC) theory posits that (1) team cognition is an activity, not a property or a product; (2) team cognition should be measured and studied at the team level; and (3) team cognition is inextricably tied to context.

Measuring patterns in team interaction sequences using a discrete recurrence approach.

Objective: Recurrence-based measures of communication determinism and pattern information are described and validated using previously collected team interaction data.

Background: Team coordination dynamics has revealed that"mixing" team membership can lead to flexible interaction processes, but keeping a team "intact" can lead to rigid interaction processes. We hypothesized that communication of intact teams would have greater determinism and higher pattern information compared to that of mixed teams.

Dynamical analysis in real time: detecting perturbations to team communication.

Unlabelled: Dynamical systems methods characterise patterns of change over time. Typically, such methods are applied only after data collection is complete. However, brief disturbances - perturbations - can occur as a process unfolds and can result in undesirable outcomes if not acted on.

Changes in team cognition after a retention interval: the benefits of mixing it up.

This paper examines the retention of team cognition with changes in team membership. Hypotheses are developed from shared cognition and interactive team cognition theories. We report a study of the effects of Short (3-6 weeks) versus Long (10-13 weeks) retention intervals and change (Mixed) versus no change (Intact) in team membership during the interval on shared knowledge, team process, and team performance.