Abstract:
A psychologically oriented conceptual framework of distributed tactical decisionmaking (DTDM) that is applicable to decision environments such as a future Naval Battle Gr...Show MoreMetadata
Abstract:
A psychologically oriented conceptual framework of distributed tactical decisionmaking (DTDM) that is applicable to decision environments such as a future Naval Battle Group /Force operating with a flexible and reconfigurable command and control system in a multithreat environment is proposed. The conceptual framework distinguishes between individual, group, process-control, and task-level input factors; characteristics of the group's interaction process; and various outcome variables. The critical assumption underlying the framework is that the interaction process mediates the influence of input factors on performance outcomes. Four intervening variables are proposed as important mediators of group process and performance in distributed environments: cognitive model similarity and consistency, incentives for cooperation, control over division of labor and resources, and task complexity. The adequacy of the first three intervening variables and the larger conceptual framework were tested in an initial experiment. The experiment provided support for the underlying assumption in general, and the incentives for cooperation mediating variable in particular. Moreover, the experiment demonstrated the importance of a multitrait-multimethod measurement approach, for a focus on information flow efficiency alone would not have uncovered the importance of voluntary cooperation, a behavioral process variable, to group performance. Implications for future research are discussed.
Published in: IEEE Transactions on Systems, Man, and Cybernetics ( Volume: 16, Issue: 6, November 1986)
References is not available for this document.
Select All
1.
L. Adelman, D. Zirk and P. Lehner, "A general conceptual framework for addressing the cognitive psychology and group dynamics issues inherent in distributed tactical decision making", Proc. 1985 IEEE Int. Conf. Syst. Man Cybern., pp. 631-635.
2.
E. Apfelbaum, "On conflicts and bargaining", Advances in Experimental Social Psychology, vol. 7, pp. 103-156, 1974.
3.
A. Bavalas, "Communication patterns in task-oriented groups", J. Acoustical Soc. Amer., vol. 22, pp. 725-730, 1950.
4.
B. Brehmer, "Social judgment theory and the analysis of interpersonal conflict", Psychol. Bull., vol. 83, pp. 985-1003, 1976.
5.
D. T. Campbell and D. W. Fiske, "Convergent and divergent validation by the multitrait-multimethod matrix", Psychol. Bull., vol. 56, pp. 81-105, 1959.
6.
A. M. Cohen, "A model of group adaptation to organizational change in communication networks" in Communication: Theory and Research, IL, Springfield:Charles C. Thomas, 1967.
7.
R. M. Dawes, J. McTavish and H. Shaklee, "Behavior communication and assumptions about other peoples behavior in commons dilemma situation", J. Personality Social Psychol., vol. 35, pp. 1-11, 1977.
8.
J. R. Hackman and C. G. Morris, "Group task group interaction process and group performance effectiveness: A review and proposed integration" in Advances in Experimental Psychology, vol. 8, pp. 45-109, 1975.
9.
K. R. Hammond, "New directions in research on conflict resolution", J. Soc. Issues, vol. 21, pp. 44-66, 1965.
10.
K. R. Hammond and D. A. Summers, "Cognitive control", Psychol. Rev., vol. 79, pp. 58-67, 1972.
11.
C. J. Hursch, K. R. Hammond and J. L. Hursch, "Some methodological considerations in multiple-cue probability studies", Psychol. Rev., vol. 71, pp. 42-60, 1964.
12.
I. L. Janis and L. Mann, Decision Making: A Psychological Analysis of Conflict Choice and Commitment, New York:Free Press, 1977.
13.
A. Levis, "Information processing and decision making organizations: A mathematical description", Large Scale Syst., vol. 7, pp. 151-163, 1984.
14.
A. Levis and K. L. Boettcher, "Decision making organizations with acyclical information structures", IEEE Trans. Syst. Man Cybern., vol. SMC-13, pp. 384-391, 1983.
15.
N. R. F. Mailer, Problem Solving Discussions and Conferences: Leadership Methods and Skills, 1963.
16.
J. E. McGrath and I. Altman, Small Group Research: A Synthesis and Critique of the Field, New York:Holt, 1966.
17.
M. E. Shaw, "Communication networks" in Advances in experimental Social Psychology, New York:Academic, vol. 1, pp. 111-149, 1964.
18.
S. C. Shiflett, "Group performance as a function of task difficulty and organizational interdependence", Organizational Behavior and Human Performance, vol. 7, pp. 442-446, 1972.
19.
I. D. Steiner, Group Process and Productivity, New York:Academic, 1972.
20.
S. A. Stumpf, R. D. Freedman and D. E. Zand, "Judgmental decisions: A study of interactions among group membership group functioning and the decision situation", Academy Management J., vol. 22, pp. 765-782, 1979.
21.
R. R. Tenney and N. R. Sandell, "Structures for distributed decision making", IEEE Trans. Syst. Man Cybern., vol. SMC-11, pp. 517-526, 1981.
22.
R. R. Tenney and N. R. Sandell, "Strategies for distributed decision making", IEEE Trans. Syst. Man Cybern., vol. SMC-11, pp. 527-538, 1981.
23.
L. R. Tucker, "A suggested alternative formulation in the developments by Hursch Hammond and Hursch and by Hammond Hursch and Todd", Psychol. Rev., vol. 71, pp. 528-530, 1964.
