Julie M. Urban

Effects of Workload and Structure on Team Processes and Performance: Implications for Complex Team Decision Making

Because the naturalistic team decision-making environment is highly complex, there is a need to investigate the performance and process effects of variables that characterize such operational environments. We investigated the effects of team structure and two components of workload (time pressure and resource demand) on team performance and communication over time. Results of the study indicated that time pressure significantly degraded performance relative to resource demand and baseline workload conditions. Although teams exposed to resource demand did not exhibit degraded performance, these teams engaged in fewer statements concerning the availability of team resources than did teams in the other two workload conditions. Results regarding performance and communication changes over time indicated that training interventions might be most effective when imposed during the initial stages of a teams development. We discuss the results in the context of implications for complex decision-making teams.

The Effects of Hierarchical Structure and Workload on the Performance of Team and Individual tasks

This study represents an attempt to understand the individual and team level performance processes and communication of tactical decision making teams. The findings of a past study on decision making in dyads (Kleinman & Serfaty, 1989) was replicated and extended to include (a) larger teams (b) hierarchically structured teams (c) concurrent performance of team and individual tasks, and (d) verbal communication, in an attempt to enhance the generalizability of the research. The major findings of the current study differ from those reported by Kleinman and his colleagues (1989).

Team Skill Acquisition: Team and Individual Performance Effects of Feedback

Although team development research has, to some extent, addressed the various components of team functioning, later studies have failed to sufficiently clarify what influences teams as they acquire the various skills that constitute complex team performance. Similarly, research regarding team structure, as of yet, has failed to fully determine how teams under various structures should be trained in order to optimize their ability to perform complex (i.e., both team and individual) tasks. Thus, there is a need to investigate differential developmental trends in teams of varying structure. Additionally, research is required to identify interventions which might optimize the developmental process. Although the effects of feedback are becoming increasingly well investigated, there has been relatively little investigation regarding the impact of feedback given on multiple task performance. The current study investigates the impact of feedback given, over time, regarding team vs. individual tasks in teams of two structures: non-hierarchical vs. product. Results supported the hypothesized differential effects of feedback type during skill acquisition under varying levels of structure.

The Effects of Workload and Uncertainty on Team Development

Two studies were performed that attempted to test and extend the team development theory of “punctuated equilibrium” proposed by Gersick (1988). In the first study, twelve five-person teams performed a resource allocation task, either under low or high workload. In the second study, twelve three-person teams performed an adapted version of this resource allocation task under either certain or uncertain task conditions. Various aspects of performance were assessed. The results of these studies support Gersicks contention that teams do go through one marked period of transition. However, this transition does not necessarily occur in the midpoint of the teams life cycle.

Effects of Workload on Communication Processes in Decision Making Teams: An Empirical Study with Implications for Training

Recent empirical studies of decision making in teams demonstrate that team structure and workload significantly influence team performance. In many operational environments, however, it is impossible to change these factors, even as a mechanism for enhancing team performance. Therefore, it is necessary to create training interventions that will optimize performance within existing team structures and workload levels. Several studies suggest that team processes are the most likely target for this type of intervention. The current investigation sought to develop a laboratory analogue of a common team structure (i.e., the “product team”) and to assess the effects of high and low workload on team performance processes within this structure. The results suggest that different communication behaviors facilitate effective performance under low and high workload.

The Human Factors Toxicologist

Toxicology is a relatively new science in which much work is needed. The human factors professional is uniquely qualified to contribute to this field in a variety of ways. On a long-term basis, the work of the human factors professional is needed for a) the development of appropriate testing procedures to identify situations of unknown exposure, and b) the monitoring of research on the effects of specific toxins to serve the basis of legal exposure standards. There is also an immediate need for the human factors professionals knowledge of systems integration, design, and training to protect the human from the toxins to which he/she may be currently exposed in a variety of environments.

The Expert Witness

Although human factors principles have become increasingly well accepted within the legal community, there are new human factors professionals who have little familiarity with the expert witnessing process. While there are other sources which address specific issues related to forensic psychology, this paper seeks to provide a broad overview of related topics. Among the topics discussed are ethical considerations, information regarding the legal process, and suggestions regarding courtroom presentation.