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the distributed decision making team needs to develop and successfully transition a
minimal sensible structure from one staff shift to the next (Leedom, 1999). A critical
difference between effective and ineffective shift changeover relates to how well the
teams coordinate (Cannon-Bowers & Salas, 1998). Highly reliable teams emerge if
communication lines are open and flexible (Serfaty, & Entin, 1997).
In C2, the team must also be adaptable. The ability to adapt to a dynamic
environment lies at the heart of a team’s performance and robustness to error
(Serfaty, Entin & Deckert, 1994). The members must be able to adapt to unpredictable
and uncertain conditions. They achieve this by redistributing workload or
reorganising the team’s roles, monitoring each other’s behaviour (to catch and
correct errors), and giving each other constructive feedback designed to improve
performance (Cannon-Bowers & Salas, 1998). When faced with an increasingly
demanding task environment, the effective team will adapt its decision making
strategies, and even its structure to manage the task (Serfaty, Entin & Deckert, 1994).
4.3 An Existing Taxonomy of Team Behaviour
As well as identifying critical team factors, behavioural observations can be used to
establish a taxonomy of a particular domain. A previous example, established by
Leedom (1999), centred on cataloguing behaviours into steps involved in training
proficient battle command. The following provides a summary of Leedom’s
taxonomy, while full detail can be found in the original article.
1. Clarify expected roles and contributions.
2. Establish a clear strategy for knowledge management.
3. Establish information exchange practices.
4. Align decision authority with decision making capacity.
5. Employ proper mix of decision strategies.
6. Effectively manage collaborative debate.
7. Sequence and communicate decisions and assumptions.
8. Employ proper mix of production strategies.
9. Balance push-pull of information flow to decision makers.
10. Maintain attentional scanning across multiple decision threads.
11. Verify key information inputs and employ risk management.
12. Manage battlespace images and cognitive influence.
13. Anticipate and prepare for the emergence of complexity.
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14. Manage task priorities, task sequencing, and information cost.
15. Manage errors with start rotation and handover.
16. Practice self-critique and organisational learning.
An element of this research is to assess whether the team factors and processes
involved in establishing such a taxonomy can be formally observed in Australian
Army HQ. If so, an objective is to establish the critical parameters for measuring
these dimensions. A longer-term goal is to generate the taxonomy of C2 behaviours
and processes, and feed such information into a Behaviour Systems model.
5. Exercise Rhino Charge 2000 (Ex RC00)
As part of the refinement and validation process, it is necessary to attend exercises in
a purely exploratory/preliminary manner. This allows for the identification and
refinement of categories, in terms of operational definitions and sample rate. During
February 2000, a low risk operational search exercise was conducted by 9 Bde in
Adelaide, South Australia. This exercise was seen by the analysts as the ideal
opportunity to go through this process during slower tempo operations. This is a
major advantage during the development stage of observational research. In
particular, the analysts are not swamped by the pace of the situation while trying to
code behaviour, as may occur if this was attempted in a high tempo scenario. Once
behaviours are identified, the transition to faster tempo situations is far easier.
6. DSTO Personnel
Table 2 provides details of DSTO personnel who participated in preliminary data
collection at Ex RC00. All four analysts are from Land Operations Division.
Table 2: DSTO personnel details
Name Role
Dr Vanessa Mills Coordinator and methodology refinement, Observer
Ms Christina Stothard 2IC and methodology refinement, Observer
Mr Sam Huf Observer
Mr Peter Williams Observer
7. Methodology
7.1 Participants
Military participants consisted of a combination of regular army and army reservists
from 10/27 Regiment, 9 Bde. The participants were undergoing operational search
training in order to support Operation Gold, as well as future protective operations.
As part of the exercise, participants were required to:
• Operate a Battalion Command Post (Bn CP) to provide C2 for the conduct of the
Search Exercise from 22 to 27 Feb 00;
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• Provide a Company HQ (CHQ ) to provide C2 for the Hampstead Barracks,
　
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