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8.3 Comparing Team Processes
Using the above data on Situation Awareness and Communication as a basis, the
following figures illustrate a hypothetical comparison that could be made of a HQ
with and without BCSS using this type of data. The first thing that could be assessed
is whether there were qualitative changes in team processes: Does the pattern of
behaviour change as a consequence of the new system? In the following Situation
Awareness example (Figure 13), there is a large increase in “clarify tasks”, and a
decrease in “pre-empt information requirements”. This outcome would suggest a
reduction in team cohesiveness under the new system. In light of the published
literature on the area, this would suggest a reduction in performance, an outcome
diagnostic of the need for either increased training or changes to the system. In the
Communication example (Figure 14), there is an increase in information requests
with the new system. Ideally, the data would be correlated with other outcome
measures to assess whether the altered behaviour did predict a change in
performance.
DSTO-TR-1034
30
0
2
4
6
8
10
12
14
16
Identify Problem
Detect Situation
Provide Update
Pre-empt Info
Requirements
Clarify Tasks
Clarify Role
Situation Awareness
Mean Frequency Per Hour
Without BCSS
With BCSS
Figure 13. Hypothetical comparison of situation awareness in OPS cell with and without
BCSS
0
10
20
30
40
50
60
70
80
Request
Volunteer
Provide
Repeat
Pass
Ask for Repeat
Acknowledge
Seek clarification
Standard Terminology
Non-standard
General Discussion
Ask for Quiet
Communication
Mean Frequency Per Hour
Without BCSS
With BCSS
Figure 14. Hypothetical comparison of communication in OPS cell with and without BCSS
8.4 Collecting Data in Army HQ During Military Exercises
While the methodology does appear to offer a viable method of collecting data in the
field, it is important that appropriate processes are followed to generate the data. The
following summarises the steps that should be followed to collect team and task data
DSTO-TR-1034
31
in army HQ. It should be noted that these instructions act as a guide to experienced
observers, who would then train the naive observers in the techniques.
Before arriving at the exercise or operation, it is vital that the research objective is
clearly established. This will ensure that the steps that need to be followed during
the exercise are directed, and maximum use is made of attendance. In the current
case, the main objective would be to map out team and task processes in the HQ. On
Day 1 of attendance, the analysts should become familiar with the surroundings and
the personnel within the HQ. It is also important that the subjects do not perceive the
observers as obtrusive or threatening in any way. Clear explanations need to be
provided in terms of the purpose of the observations.
Once familiarisation is complete, Day 2 should be spent determining data collection
techniques. This involves identifying the different cells present in the HQ (eg. INT,
OPS, LOG, etc.), mapping out the physical layout (including all of the equipment),
and listing the key duties that the personnel perform. Once this is complete, the
analysts should determine observable actions, and code the actions into categories
and higher order factors. Data sheets can then be modified to suit, and then tested by
spending 1-2 hours observing HQ. If problems are apparent, revisions should be
made, and the sheets should be retested.
At the completion of this process, any other observers must be familiarised with the
categories and coding system. Multiple observers should then perform a test session
and conduct an inter-observer reliability test to ensure that all concerned are
competent with the process. Days 3-5 of attendance should then be dedicated to
observation.
8.5 Conclusions
In summary, this report suggests that adopting a formal approach to the collection of
observational data on team and task performance from Army HQ will substantially
contribute to our understanding and enhancement of military team processes. In
particular, it provides an objective method of identifying existing team processes as
well as the impact of digitised systems on performance. A strength of this approach
is that it can be applied at any level of HQ (Bde to Coy), and at different intensities
and tempos. It also provides indices of performance that can be correlated with
　
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