Effects of role and location switching on team performance in a collaborative planning environment

Shannon Fouse, Nancy Cooke, Jamie C. Gorman, Ivonne Murray, Morgan Uribe, Aaron Bradbury

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

Using a collaborative planning environment, collaborative processes and team planning were studied during a non-combative evacuation scenario. Five-person teams were assigned to one of three conditions: role switching (RS), location switching (LS) and control. Based on plan scoring, team process scoring and individual knowledge measures, we found evidence that both RS and LS teams created better plans than control teams, and that this was not reflected in the amount of shared knowledge between team members. These results provide evidence for the Interactive Team Cognition theory of collaboration.

Original languageEnglish (US)
Title of host publicationProceedings of the Human Factors and Ergonomics Society
Pages1442-1446
Number of pages5
DOIs
Publication statusPublished - 2011
Event55th Human Factors and Ergonomics Society Annual Meeting, HFES 2011 - Las Vegas, NV, United States
Duration: Sep 19 2011Sep 23 2011

Other

Other55th Human Factors and Ergonomics Society Annual Meeting, HFES 2011
CountryUnited States
CityLas Vegas, NV
Period9/19/119/23/11

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ASJC Scopus subject areas

  • Human Factors and Ergonomics

Cite this

Fouse, S., Cooke, N., Gorman, J. C., Murray, I., Uribe, M., & Bradbury, A. (2011). Effects of role and location switching on team performance in a collaborative planning environment. In Proceedings of the Human Factors and Ergonomics Society (pp. 1442-1446) https://doi.org/10.1177/1071181311551300