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several of the actions. In particular, it was difficult to distinguish between the
following behaviours that constituted Assertiveness and Communication:
1. Ask for clarification/Ask for clarification of information
2. Volunteer suggestion/Volunteer information
While an experienced observer can recognise the qualitative difference between these
behaviours, confusion could arise with less experienced observers, particularly
during high tempo observations. The suggestion is that the categories are removed
from Assertiveness, and are recorded solely as Communication. While this does
decrease the fidelity of the data, it will increase its consistency.
A further behaviour category suggested for removal is “Use standard terminology”.
While this is an important aspect of team processes and the development of shared
views, recording it means ticking almost every utterance that emerges from subjects.
A far more manageable approach is for recording by exception. The observer should
record the behaviour when the subject uses non-standard terminology.
8.1.2.2 Team Behaviour Sampling Methods
Teamwork behaviours were more likely to consist of brief events, so the behaviourchange
method of continuous sampling was the most appropriate technique. Scan
sampling risked missing infrequent team behaviours, while one-zero sampling was
considered too crude a measure for the process.
Observations were focussed at the level of “Group” (eg. Operations Cell), and all
occurrences of the team behaviours were recorded. This was largely a pragmatic
issue in the sense that it was not physically possible to observe more than one cell at
a time. Because the tempo was relatively slow, observations were divided into 2 hour
sample periods, with data recorded within 5 minute intervals.
DSTO-TR-1034
23
Figure 7 shows the draft data sheet that was trialed during the exercise. The design is
aimed at allowing observation of multiple subjects and a number of behaviours
classified within the appropriate factors. It should be noted that this data sheet is
aimed at more experienced observers, as it relies on the use of multiple codes.
However, it does allow quite detailed data collection on team processes. If naive
observers have difficulty in entering coded behaviour in such detail, they are able to
tick the box when the higher order factor is observed.
DSTO-TR-1034
24
Table 5: Teamwork categories and observable behaviours. Redundant or meaningless
behaviours have been crossed out.
Factor Behaviour Observed Factor Behaviour Observed
Ask for clarification ✔ Specify task to be
assigned
✔
Maintain position when
challenged
Ask for input in
plans/decision
✔
Volunteer suggestion ✔ Focus team
attention on current
task
Offer opinion on decision ✔ Provide feedback to
team
✔
Assertiveness
Correct mistakes ✔ Explain to others
what’s required
✔
Define tasks in terms of
mission requirement
Leadership
Listens to concerns ✔
Identify short term plan Request
information
✔
Identify long term plan Volunteer
information
✔
Critique plan Ignore request for
information
Gather information ✔ Provide
information when
requested
✔
Cross-check information ✔ Repeat vital
information
✔
State contingencies/
Alternatives
Pass instructions/
give orders
✔
State consequences of
actions
Ask for repeat of
what was said
(couldn’t hear)
✔
State implications of
unplanned events
Acknowledge
communication
✔
Mission
Analysis/Decision
Making
Allocate and monitor
resources
✔ Ask for clarification
of information
✔
Alter course of action Verify information
Assist other faced with
problem
✔ Use standard
terminology
✔
Redistribute workload Use non-standard
terminology
✔
Reorganise team roles General discussion
of task issues
✔
Adaptability/
Flexibility
Monitor other’s
behaviour
✔
Communication
Asking for
quiet/no chatter
✔
Identify problem ✔ Banter ✔
Detect situation that
requires corrective action.
✔ Sarcastic/belittling
tone
✔
Provide update of where
team is in relation goals
✔
Morale
　
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