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personnel.
8.1.3.2 Taskwork Sampling Methods
Because they tend to consist of behavioural states, instantaneous scan sampling will
be the appropriate method of measuring taskwork categories. In a low tempo
operation, such as EX-RC00, a 5 minute sample was found to be adequate to generate
an accurate representation of behaviour. In faster tempo scenarios, it may be
necessary to increase this to a 1 minute sample rate. However, such a decision can
only be made after a preliminary observation period (as occurred on the first night of
EX RC00).
8.2 Trial Data
Figures 8 to 12 display the data on team behaviour collected during EX RC00.
Mission Analyses/Decision making was not observed at a level that could be
graphed. As was mentioned, future research should focus on monitoring these
behaviours during the MAP to determine the usefulness of the category. It must also
be emphasised that these data serve as an assessment of the usefulness of the
DSTO-TR-1034
27
measuring team behaviour using this approach. The observations are not intended
to be diagnostic of the performance of personnel during the exercise.
The data suggest that the categories are a viable method of developing a taxonomy of
team behaviour in Army HQ. Such a taxonomy can then be used to generate a
Behaviour System of HQ functioning that can be used to guide command support
system design.
0
1
2
3
4
5
6
7
8
9
10
Clarification
Maintain
Position
Volunteer
Suggestion
Offer Opinion
Correct
Mistake
Assertiveness
Mean frequency per hour
Figure 8. Mean frequency per hour of Assertiveness in OPS cell at Bn and CHQ
0
2
4
6
8
10
12
Identify
Problem
Detect
Situation
Provide
Update
Pre-empt Info
Requirements
Clarify Tasks
Clarify Role
Situation Awareness
Mean frequency per hour
Figure 9. Mean frequency per hour of Situation Awareness in OPS cell at Bn and CHQ
DSTO-TR-1034
28
0
1
2
3
4
5
6
Specifiy Tasks
Request Input
Provide
Feedback
Explain
Requirements
Listen to
Concerns
Leadership
Mean frequency per hour
Figure 10. Mean Frequency per hour of Leadership in OPS cell at Bn and CHQ
0
10
20
30
40
50
60
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
Figure 11. Mean Frequency per hour of Communication in OPS cell at Bn and CHQ
DSTO-TR-1034
29
0
2
4
6
8
10
12
14
16
Banter
Belittle
Humourous
Morale
Mean frequency per hour
Figure 12. Mean Frequency per hour of Morale in OPS cell at Bn and CHQ
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
　
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