Communicating intent to develop shared situation awareness and engender trust in human-agent teams

This paper addresses issues related to integrating autonomy-enabled, intelligent agents into collaborative, human-machine teams. Interaction with intelligent machine agents capable of making independent, goal-directed decisions in human-machine teaming operations constitutes a major change from traditional human-machine interaction involving teleoperation. Communicating the machine agent’s intent to human counterparts becomes increasingly important as independent machine decisions become subject to human trust and mental models. The authors present findings from their research that suggest existing user display technologies, tailored with context-specific information and the human’s knowledge level of the machine agent’s decision process, can mitigate misperceptions of the appropriateness of agent behavioral responses. This is important because misperceptions on the part of human team members increases the likelihood of trust degradation and unnecessary interventions, ultimately leading to disuse of the agent. Examples of possible issues associated with communicating agent intent, as well as potential implications for trust calibration are provided.     

How differences in perceptions of own and team performance impact trust and job satisfaction in virtual teams

Employees frequently engage in social comparison processes and tend to perceive their own performance as superior compared to that of their peers. We expect this to be particularly salient in virtual teams where employees receive few cues upon which the comparison with other members of their team can be based. With reliance on social comparison and social exchange theory, we propose that such “perceived overperformance” has negative effects on job satisfaction, which is mediated by trust in the team. We confirm this with a sample of field-service employees (n = 753) using structural equation modeling with bootstrapping. We corroborated our findings in focus groups, which suggest the need for performance indicators that are easily communicated to and comprehended by employees to maintain trust and satisfaction.     

The shared leadership process in decision-making teams

The present study examined the process of shared leadership in 45 ad hoc decision-making teams. Each team member's leadership behavior (n = 180) was assessed by behaviorally coding videotapes of the teams' discussions. The within-team patterns of leadership behavior were examined using cluster analysis. Results indicated that the likelihood of a team experiencing a full range of leadership behavior increased to the extent that multiple team members shared leadership, and that teams with shared leadership experienced less conflict, greater consensus, and higher intragroup trust and cohesion than teams without shared leadership. This study supports previous findings that shared leadership contributes to overall team functioning, and begins to delineate the extent to which team members may naturally share leadership.     

Implicit trust in clinical decision-making by multidisciplinary teams

Synthese - In clinical practice, decision-making is not performed by individual knowers but by an assemblage of people and instruments in which no one member has full access to every piece of...     

Measuring trust in teams: Development and validation of a multifaceted measure of formative and reflective indicators of team trust

This article describes the development and validation of a multidimensional instrument designed to measure trust within teams. Trust is conceptualized as a latent variable resulting from distinct but related (formative) indicators, i.e., propensity to trust and perceived trustworthiness, which lead to (reflective) indicators, i.e., behaviours cooperation and monitoring between team members. The instrument was tested in two different samples. The first sample included 98 hospital professionals (14 teams) and provided data for the exploratory factor analysis of this instrument (Study 1). The second sample included responses from 112 teams (395 individuals) from three social-care institutions and was used to apply confirmatory factor analysis (Study 2). Data attesting to the underlying factor structure, internal homogeneity, construct validity, and consensual power of agreement within teams and discriminant power across teams of the instrument are presented. The final 21-item, four-factor version of this measure demonstrates good psychometric properties, with acceptable levels of reliability and validity. We conclude that the scales form a parsimonious, valid, and efficient instrument to assess trust in teams. Potential applications of this measure in research and practice are described and the implications of these findings for future research are discussed.     

All in due time: The development of trust in computer-mediated and face-to-face teams

This study examines the development of trust and cooperation in computer-mediated and face-to-face teams. Fifty-two, three-person teams worked on a mixed-motive task over a 3-week period using computer-mediated or face-to-face interaction. Results showed that trust started lower in computer-mediated teams but increased to levels comparable to those in face-to-face teams over time. Furthermore, this pattern of results also held for teams that switched from face-to-face to electronic media and vice versa. Content analysis showed that high levels of inflammatory remarks were associated with slow trust development in computer-mediated teams. The results challenge prevailing assumptions about how trust develops in distributed teams and suggest modifications to established theories of computer-mediated communication.     

The effect of propensity to trust and perceptions of trustworthiness on trust behaviors in dyads

Research on trust has burgeoned in the last few decades. Despite the growing interest in trust, little is known about trusting behaviors in non-dichotomous trust games. The current study explored propensity to trust, trustworthiness, and trust behaviors in a new computer-mediated trust relevant task. We used multivariate multilevel survival analysis (MMSA) to analyze behaviors across time. Results indicated propensity to trust did not influence trust behaviors. However, trustworthiness perceptions influenced initial trust behaviors and trust behaviors influenced subsequent trustworthiness perceptions. Indeed, behaviors fully mediated the relationship of trustworthiness perceptions over time. The study demonstrated the utility of MMSA and the new trust game, Checkmate, as viable research methods and stimuli for assessing the loci of trust.     

Guanxi networks and members' effectiveness in Chinese work teams: Mediating effects of trust networks

The present study examined 33 teams with a total of 206 team members (excluding team leaders) to explore the effects of intrateam guanxi and trust networks on individual effectiveness in Taiwan. Guanxi networks included non-job, departmental and past team networks, while trust networks included affective and cognitive trust networks. Results showed that: (i) guanxi networks could better explain members' effectiveness compared with relational demography, and different guanxi networks had different effects; (ii) the more central an individual's position was in the cognitive trust network, the higher the individual's effectiveness; (iii) the past team guanxi network of a team member displayed a positive effect on the centrality of cognitive trust network, while non-job and departmental guanxi networks showed negative effects; and (iv) the effects of members' guanxi networks on individual effectiveness were mediated by the centrality of trust networks.     

Antecedents of political trust in adolescence: Cognitive abilities and perceptions of parents

This study examined the predictors of political trust in late adolescence. Three waves of longitudinal data (ages 11, 15, and 17) from 1116 Czech adolescents (346 participated at least in the first and last wave) were analyzed using structural equation modeling. Results showed that high verbal cognitive ability in early adolescence predicted greater political trust in late adolescence. This effect was explained by adolescents' greater cognitive political engagements, but not by their more positive relationships with authorities (e.g., school or parents) during adolescence. Next, early adolescents who perceived more parental warmth demonstrated greater political trust when they reached late adolescence. These results suggest that some young people might enter adulthood more skeptical regarding politics based on their abilities and early nonpolitical experiences.     

The enactment of shared agency in teams exploring Mars through rovers

Phenomenology and the Cognitive Sciences - This paper examines the enactment of agency in the Mars Exploration Rover (MER) mission. We argue that MER functioned as a distributed cognitive system,...     

Transactive memory in decision-making teams: implications for team effectiveness

The transactive memory system (TMS) construct is one of the most extended theoretical approaches to understand the role of cognitive processes at group level in the effectiveness of work teams. This study examined the relationships among TMS, performance, satisfaction and functional communication in decision-making teams. 40 four-person teams were asked to suppose they were expert consulting teams advising a fictitious organization on how to solve a problem with their employees. Results showed a mediating effect of TMS on the relationships between functional communication, perceived team performance and satisfaction. Contrary to our expectations, TMSs were not related to performance as evaluated by external raters. These findings suggest the importance of team communication in the formation of TMSs, as well as their implications for the effectiveness of decision-making teams.     

Culture and cultural gaps in work teams: implications for organisational commitment

Some theoreticians of organisational commitment have proposed that culture is an important determinant of organisational commitment. Nevertheless, very few studies have examined the role that work teams culture (subculture) and their cultural gaps play in commitment. This study is an attempt to overcome this lack. Using a sample of 375 work teams from various public and private organisations, it was found that the results confirmed our proposals. Cultural gaps were negatively related to commitment; the teams subculture was positively related to commitment, and more highly to commitment to values than to commitment to continuing. Contrary to the results of other studies, the demographic variables (age, time on the team, time in the company) were not significant, except that educational level was related to the commitment to continue. The implications of these results are analysed.     

Analysing the perceptions of pedestrians and drivers to shared space

Shared space is an approach to improving streets and places where both pedestrians and vehicles are present, with layouts related more to the pedestrian scale and with features encouraging drivers to assume priority having been reduced or removed. It creates a more pedestrian-friendly environment than conventional street layouts, which are based on greater segregation between pedestrians and vehicles, while at the same time introducing uncertainty, which makes drivers engage more fully with their surroundings, leading to lower vehicle speeds and improved safety. This paper investigates the importance of certain person-, context- and design-specific factors affecting the perceptions of pedestrians and drivers to shared space. Using two web-based stated-preference surveys, two sets of responses are collected from pedestrians and drivers, who are presented with different combinations of binary factors forming scenarios. Regression analysis is carried out with logit models for each survey. The results suggest that pedestrians feel most comfortable in shared space under conditions which ensure their presence is clear to other road users – these conditions include low vehicular traffic, high pedestrian traffic, good lighting and pedestrian-only facilities. Conversely, the presence of many pedestrians and, in particular, children and elderly, makes drivers feel uneasy and, therefore, enhances their alertness.     

In search of reflective behavior and shared understanding in ad hoc expert teams.

The work reported on here concentrates on virtual ad hoc expert teams for the integration of learning and working, as ad hoc teams seem to be one way to cope with complexity in a knowledge-intensive society. In order to let ad hoc teams learn and work together, group members require effective communication and shared understanding among each other. Two empirical studies were conducted to study collaborative learning and shared understanding, one exploratory study and one experiment. In the first study, it was explored how virtual design teams work and learn together. Based on conceptual ideas, collaborative learning and shared understanding were observed and assessed in a design team over a period of four months. It was concluded that shared understanding was suboptimal; mainly due to the effect that hardly any questions were raised and answered. The second study elaborates on the need to encourage question-answer patterns and reflective behavior in such teams. A tool was developed that supported questioning behavior. As it was hypothesized that this tool leads to better questioning behavior, which in turn results in more reflective behavior and in increased shared understanding, an experiment was conducted. In the exploratory study, as well as in the experimental study, the perceived shared understanding increased over time. However, in both studies suboptimal questioning behavior and little reflective activity were noticed. The main results of the two empirical studies are compared and discussed.     

虚拟团队共享式领导的双刃剑效应研究：基于调适性结构理论的视角

虚拟团队因新兴技术驱动而成为组织管理的潮流, 尤其全球疫情的爆发使得远程办公备受关注。共享式领导是与虚拟团队高度匹配的领导模式, 但现今学界对虚拟团队共享式领导作用机制的研究比较匮乏, 且集中在正面效应和团队层次, 忽略了共享式领导可能存在的负面效应及对个体层次的影响。研究基于调适性结构理论, 提出虚拟团队共享式领导有助于团队及个体内部动机和效能感的提升, 同时也会加剧团队内社会惰化现象和关系冲突水平, 引发员工的工作负荷和工作焦虑感, 进而对团队绩效和个体绩效产生双刃剑效应, 同时, 团队虚拟性、任务复杂性和任务重要性在其中起到调节作用。研究模型系统打开了虚拟团队共享式领导的影响机制黑箱, 为组织如何在虚拟情境下领导团队、提升绩效提供借鉴。