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Communication modality and after act...

Kring, Jason P.

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Communication modality and after action review performance in a distributed immersive virtual environment.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Communication modality and after action review performance in a distributed immersive virtual environment./
作者:	Kring, Jason P.
面頁冊數:	257 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-01, Section: B, page: 0598.
Contained By:	Dissertation Abstracts International66-01B.
標題:	Psychology, Experimental. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3162098
ISBN:	0496958437

Communication modality and after action review performance in a distributed immersive virtual environment.
Kring, Jason P.

Communication modality and after action review performance in a distributed immersive virtual environment. - 257 p.

Source: Dissertation Abstracts International, Volume: 66-01, Section: B, page: 0598.

Thesis (Ph.D.)--University of Central Florida, 2004.

Technological innovations in data transfer and communication have given rise to the virtual team where geographically separate individuals interact via one or more technologies to combine efforts on a collective activity. In military, business, and spaceflight settings, virtual teams are increasingly used in training and operational activities; however there are important differences between these virtual collaborations and more traditional face-to-face (FTF) interactions. One concern is the absence of FTF contact may alter team communication and cooperation and subsequently affect overall team performance. The present research examined this issue with a specific focus on how communication modality influences team learning and performance gains.

ISBN: 0496958437Subjects--Topical Terms:

517106
Psychology, Experimental.

Communication modality and after action review performance in a distributed immersive virtual environment.
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245 1 0 $a Communication modality and after action review performance in a distributed immersive virtual environment.
300 $a 257 p.
500 $a Source: Dissertation Abstracts International, Volume: 66-01, Section: B, page: 0598.
500 $a Major Professor: Eduardo Salas.
502 $a Thesis (Ph.D.)--University of Central Florida, 2004.
520 $a Technological innovations in data transfer and communication have given rise to the virtual team where geographically separate individuals interact via one or more technologies to combine efforts on a collective activity. In military, business, and spaceflight settings, virtual teams are increasingly used in training and operational activities; however there are important differences between these virtual collaborations and more traditional face-to-face (FTF) interactions. One concern is the absence of FTF contact may alter team communication and cooperation and subsequently affect overall team performance. The present research examined this issue with a specific focus on how communication modality influences team learning and performance gains.
520 $a Evidence from a recent study on virtual team performance (Singer, Grant, Commarford, Kring, & Zavod, 2001) indicated local teams, with both members in same physical location in Orlando, Florida which allowed for FTF contact before and after a series of virtual environment (VE) missions, performed significantly better than distributed teams, with team members in separate physical locations in Orlando and Toronto, Canada and no FTF contact. For the first mission, local and distributed teams exhibited no significant difference in performance as measured by the number of rooms properly cleared in the building search exercises. In contrast, for the second mission, occurring after each team had completed the opportunity to discuss mission performance and make plans for future missions, local teams performed significantly better than distributed teams; a pattern that continued for the remaining six missions.
520 $a Given that the primary difference between local and distributed teams was how they communicated outside of the VE during after action reviews (AARs), and that the local-distributed difference was first detected on the second mission, after teams had completed one, 10-min discussion of mission performance, a tenable conclusion is that certain team characteristics and skills necessary for performance were communication-dependent and negatively affected by the absence of FTF communication. Although Singer et al. (2001) collected multiple dependent variables related to performance and communication activities, these measures were not designed to detect communication-dependent team factors and therefore incapable of supporting such an explanation.
520 $a Therefore, the present research replicated Singer et al. (2001) and incorporated additional measures in order to determine if specific communication-dependent factors could explain the inferior performance of distributed teams. Three factors critical to team communication, particularly during the AAR process, are the similarity of team members' shared mental models (SMMs), team cohesion (task and interpersonal), and team trust (cognitive and emotional). (Abstract shortened by UMI.)
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