Abstract
This paper describes an experiment to study the effects of varying knowledge structures on distributed team cognition. Using the teamNETS simulation, integrated and differentiated knowledge structures were manipulated by varying the reference materials the participants received during training. While the two knowledge structures had no direct effects on team performance, other results were found for their collaborative processes and team perceptions. Specifically the results showed that teams with differentiated structures worked more independently of each other, simply coordinated their actions and minimal communication, while teams with integrated structures worked more interdependently with a much tighter collaboration and frequent communication.
| Original language | English (US) |
|---|---|
| Title of host publication | Proceedings of the Human Factors and Ergonomics Society 56th Annual Meeting, HFES 2012 |
| Pages | 388-392 |
| Number of pages | 5 |
| DOIs | |
| State | Published - Dec 1 2012 |
| Event | Proceedings of the Human Factors and Ergonomics Society 56th Annual Meeting, HFES 2012 - Boston, MA, United States Duration: Oct 22 2012 → Oct 26 2012 |
Other
| Other | Proceedings of the Human Factors and Ergonomics Society 56th Annual Meeting, HFES 2012 |
|---|---|
| Country/Territory | United States |
| City | Boston, MA |
| Period | 10/22/12 → 10/26/12 |
All Science Journal Classification (ASJC) codes
- Human Factors and Ergonomics