Augmenting understanding of the relationship between situation awareness and confidence using calibration analysis.

The present study represents a preliminary examination of the relationship between situation awareness (SA) and confidence within a distributed information-sharing environment using the calibration methodology. The calibration methodology uses the indices of calibration, resolution and over/under-confidence to examine the relationship between the accuracy of the responses and the degree of confidence that one has in these responses, which leads to a measure of an operator's meta-SA. The results of this study revealed that, although the participants were slightly overconfident in their responses, overall they demonstrated good meta-SA. That is, the participants' subjective probability judgements corresponded to their pattern of SA response accuracy. It is concluded that the use of calibration analysis represents a better methodology for expanding our understanding of the relationship between SA and confidence and ultimately how this relationship can impact decision-making and performance in applied settings than can be achieved by examining SA measures alone.

Effects of sleep loss on team decision making: motivational loss or motivational gain?

OBJECTIVE: To examine the effects of 30 hr of sleep loss and continuous cognitive work on performance in a distributed team decision-making environment. BACKGROUND: To date, only a few studies have examined the effect of sleep loss on distributed team performance, and only one other to our knowledge has examined the relationship between sleep loss and social-motivational aspects of teams (Hoeksema-van Orden, Gaillard, & Buunk, 1998). METHOD: Sixteen teams participated; each comprised 4 members. Three team members made threat assessments on a military surveillance task and then forwarded their judgments electronically to a team leader, who made a final assessment on behalf of the team. RESULTS: Sleep loss had an antagonistic effect on team decision-making accuracy and decision time. However, the performance loss associated with fatigue attributable to sleep loss was mediated by being part of a team, as compared with performing the same task individually - that is, we found evidence of a "motivational gain" effect in these sleepy teams. We compare these results with those of Hoeksema-van Orden et al. (1998), who found clear evidence of a "social loafing" effect in sleepy teams. CONCLUSION: The divergent results are discussed in the context of the collective effort model (Karau & Williams, 1993) and are attributable in part to a difference between independent and interdependent team tasks. APPLICATION: The issues and findings have implications for a wide range of distributed, collaborative work environments, such as military network-enabled operations.