Adaptive Team Coordination.

Entin, E. E., & Serfaty, D. (1999). Adaptive Team Coordination. Human Factors, 41(2), 312-325.

Type

Journal article

Intellectual base

Primary research

Year

1999

Volume

41

Issue

2

Pages

312-325

DOI

10.1518/001872099779591196

DOI registrant

SAGE Publications

Link

https://doi.org/10.1518/001872099779591196

Cited from

cognitive_science

Cited by

1 citation across 1 artifact.

Primes

• Shared Mental Model
  • and teams that shift toward implicit coordination thereby reduce their coordination overhead, so the chart plausibly displaces explicit messaging; neither study varied team size, so how that saving scales with the number of people is not established here.

    Supported in partVerified against the publisher's abstract

    Entin & Serfaty's abstract states teams shift to implicit coordination and thereby reduce coordination overhead, but reports training gains in performance and process measures rather than a measured overhead reduction.

    “Such teams draw on shared mental models of the situation and the task environment as well as mutual mental models of interacting team members' tasks and abilities to shift to modes of implicit coordination, and thereby reduce coordination overhead.”

    Read by an automated reader; not a human review. How support was checked

Verification

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