Developing Objective Communication-based Measures of Trust for Human-Autonomy Teams

As artificial intelligence capabilities have improved, humans have begun teaming with autonomous agents that have the capability to communicate and make intelligent decisions that are adaptable to task situations. Trust is a core component of human-human and human-autonomy team (HAT) interaction. As with all-human teams, the amount of trust held within a HAT will impact the team’s ability to perform effectively and achieve its goals. A recent theoretical framework, distributed dynamic team trust (D2T2; Huang et al., 2021), relates trust, team interaction measures, and team performance in HATs and has called for interaction-based measures of trust that go beyond traditional questionnaire-based approaches to measure the dynamics of trust in real-time. In this research, these relationships are examined by investigating HAT interaction communication-based measures (ICM; amount, frequency, affect, and “pushing” vs. “pulling” of information between team members) as a mechanism for D2T2 and tested for predictive validity using questionnaire-based trust measures as well as team performance in a three-team member remotely-piloted aerial system (RPAS) HAT synthetic task. Results suggest that ICM can be used as a measure for team performance in real-time. Specifically, ICM was a significant predictor of team performance and not trust, and trust was not a significant predictor of team performance. Exploratory factor analyses of the trust questionnaire items discovered clear differences in how human teammates characterize trust in all-human teams and HATs. Specifically for HATs, interpersonal and technical factors associated with trust in autonomous agents were found as a result of dynamic exposure to the autonomous agent by distinct stakeholders through communication. These findings confirmed the underlying theory behind D2T2 as a framework that includes both interpersonal and technical factors related to trust in HAT along a dynamic timeline among different types of stakeholders. The findings provide some insight into the dynamic nature of trust, but continued research to discover interactive measures of trust is necessary.M.S

Agent Teaming Situation Awareness (ATSA): A Situation Awareness Framework for Human-AI Teaming

The rapid advancements in artificial intelligence (AI) have led to a growing trend of human-AI teaming (HAT) in various fields. As machines continue to evolve from mere automation to a state of autonomy, they are increasingly exhibiting unexpected behaviors and human-like cognitive/intelligent capabilities, including situation awareness (SA). This shift has the potential to enhance the performance of mixed human-AI teams over all-human teams, underscoring the need for a better understanding of the dynamic SA interactions between humans and machines. To this end, we provide a review of leading SA theoretical models and a new framework for SA in the HAT context based on the key features and processes of HAT. The Agent Teaming Situation Awareness (ATSA) framework unifies human and AI behavior, and involves bidirectional, and dynamic interaction. The framework is based on the individual and team SA models and elaborates on the cognitive mechanisms for modeling HAT. Similar perceptual cycles are adopted for the individual (including both human and AI) and the whole team, which is tailored to the unique requirements of the HAT context. ATSA emphasizes cohesive and effective HAT through structures and components, including teaming understanding, teaming control, and the world, as well as adhesive transactive part. We further propose several future research directions to expand on the distinctive contributions of ATSA and address the specific and pressing next steps.Comment: 52 pages,5 figures, 1 tabl

Enabling Team of Teams: A Trust Inference and Propagation (TIP) Model in Multi-Human Multi-Robot Teams

Trust has been identified as a central factor for effective human-robot teaming. Existing literature on trust modeling predominantly focuses on dyadic human-autonomy teams where one human agent interacts with one robot. There is little, if not no, research on trust modeling in teams consisting of multiple human agents and multiple robotic agents. To fill this research gap, we present the trust inference and propagation (TIP) model for trust modeling in multi-human multi-robot teams. In a multi-human multi-robot team, we postulate that there exist two types of experiences that a human agent has with a robot: direct and indirect experiences. The TIP model presents a novel mathematical framework that explicitly accounts for both types of experiences. To evaluate the model, we conducted a human-subject experiment with 15 pairs of participants (${N=30}$). Each pair performed a search and detection task with two drones. Results show that our TIP model successfully captured the underlying trust dynamics and significantly outperformed a baseline model. To the best of our knowledge, the TIP model is the first mathematical framework for computational trust modeling in multi-human multi-robot teams.Comment: In Proceedings of Robotics: Science and Systems, 2023, Daegu, Korea. arXiv admin note: text overlap with arXiv:2301.1092

The social outcomes of kaizen initiatives in healthcare

This thesis presents results from of a field study that focuses on the social benefits of kaizen initiatives in healthcare context. Although human resources are recognised as the corner stone of kaizen initiatives, there has been few studies that address the social benefits of kaizen initiatives in healthcare so far. Additionally, most of these studies are theoretical, others are anecdotal and not based on robust empirical basis. To address this issue, a theoretical framework of kaizen initiatives was adapted to the healthcare context. Drawing on this input-process-outcome framework, it was distinguished determinants into input and process factors, and developed hypotheses related to the direct and indirect effects of the determinants on the social outcomes. These hypotheses were tested using data from 105 kaizen initiatives performed at two Italian public hospitals following a systematic regression analysis. The research found statistical significant support to the proposed hypotheses. Specifically, it was found that goal clarity, team autonomy and management support affect employee\u2019 kaizen capabilities and attitude whereas affective commitment to change only influences employee\u2019s kaizen capabilities and goal difficulty influences employees\u2019 attitude only. Moreover, support for mechanism that describe the indirect effect of input factors on social outcomes through the process factors was found. Namely, it was found that goal clarity, goal difficulty and management support affect both the social outcomes through affective commitment to change. Team autonomy affects both social outcomes through internal processes. Finally, goal clarity and team autonomy affect employee\u2019 kaizen capabilities through action orientation whereas this process factor mediates the effect of management support on the employees\u2019 attitude. Many of these findings confirm the scholar recommendations in lean healthcare literature and team effectiveness literature in healthcare. Furthermore, these findings will be valuable for lean healthcare practitioners who can invest the few resources available for the improvement of the healthcare service in developing effective ad hoc strategies that may guarantee the natural grow of the kaizen mentality of healthcare professionals, guaranteeing sustainable operational performance improvements

Balancing employee needs, project requirements and organisational priorities in team deployment

The 'people and performance' model asserts that performance is a sum of employee ability, motivation and opportunity (AMO). Despite extensive evidence of this people-performance link within manufacturing and many service sectors, studies within the construction industry are limited. Thus, a recent research project set out to explore the team deployment strategies of a large construction company with the view of establishing how a balance could be achieved between organisational strategic priorities, operational project requirements and individual employee needs and preferences. The findings suggested that project priorities often took precedence over the delivery of the strategic intentions of the organisation in meeting employees' individual needs. This approach is not sustainable in the long term because of the negative implications that such a policy had in relation to employee stress and staff turnover. It is suggested that a resourcing structure that takes into account the multiple facets of AMO may provide a more effective approach for balancing organisational strategic priorities, operational project requirements and individual employee needs and preferences more appropriately in the future

Resistance to teamworking in a UK research and development laboratory

This article presents an ethnographic exploration of resistance to teamworking in a UK research and development laboratory named RDL. It focuses on the nature of autonomy and responsibility and the implications for resistance. It finds that resistance is shaped by the laboratory technicians’ individualistic interactions with technology, the laboratory layout and the technicians’ desire for personal task-related autonomy and individual responsibility rather than team-based accountability. However, although resistance is linked to an individualistic interpretation of work it is supported by collective collusion. The article also finds that resistance is not necessarily anti-work. It is simultaneously oriented towards the interests of the company and individual technicians through the technicians’ desire to perform their job well. Finally, the article demonstrates the local and constructed nature of resistance

From ‘motivational climate’ to ‘motivational atmosphere’: a review of research examining the social and environmental influences on athlete motivation in sport

This chapter is intended to provide a comprehensive review of the various theories of social and environmental factors that influence athletes’ motivation in sport. In order to achieve this, a short historical review is conducted of the various ways in which motivation has been studied over the past 100 years, culminating in the ‘social-cognitive’ approach that undergirds several of the current theories of motivation in sport. As an outcome of this brief review, the conceptualisation and measurement of motivation are discussed, with a focus on the manner in which motivation may be influenced by key social agents in sport, such as coaches, parents and peers. This discussion leads to a review of Deci & Ryan’s (2000) self-determination theory (SDT), which specifies that environments and contexts which support basic psychological needs (competence, relatedness and autonomy) will produce higher quality motivation than environments which frustrate of exacerbate these needs. The research establishing the ways in which key social agents can support these basic needs is then reviewed, and the review depicts a situation wherein SDT has precipitated a way of studying the socio-environmental influences on motivation that has become quite piecemeal and fragmented. Following this, the motivational climate approach (Ames, 1992) specified in achievement-goals theory (AGT – Nicholls, 1989) is also reviewed. This section reveals a body of research which is highly consistent in its methodology and findings. The following two sections reflect recent debates regarding the nature of achievement goals and the way they are conceptualised (e.g., approach-avoidance goals and social goals), and the implications of this for motivational climate research are discussed. This leads to a section reviewing the current issues and concerns in the study of social and environmental influences on athlete motivation. Finally, future research directions and ideas are proposed to facilitate, precipitate and guide further research into the social and environmental influences on athlete motivation in sport. Recent studies that have attempted to address these issues are reviewed and their contribution is assessed

Unlocking the black box: line managers and HRM performance in a call centre context

Purpose – The purpose of this paper is to show the way to unlock the black box of HRM and performance linkages by exploring one of the key variables that mediates the link, namely whether line managers can stimulate improvements in firm performance by eliciting appropriate employee outcomes in a call centre context. Design/methodology/approach – The research draws on Purcell's "People-Performance Model" as a sensitising framework to inform an in-depth case study of a call centre. This provides a mechanism to unlock the HRM-Performance black box by focusing on the ability, motivation and opportunities for line managers to perform and any subsequent impact on employee outcomes. Data were collected over multiple site visits by means of multi-level interviews and a survey of telesales representatives (TSRs). Findings – Research findings indicate that one large client exerted significant control over the HRM policies developed within the call centre. Evidence suggests, however, that line managers'interventions ameliorated some of the negative aspects of work tasks and the HRM imposed by this dependency relationship. Research limitations/implications – This research is an exploratory attempt to better understand HRM-Performance linkages in one specific context. Results are not generalisable across contexts or even within call centres, which can vary extensively. Nonetheless, the research suggests that exploring line management behaviour is a promising avenue for more extensive research. Originality/value – This paper considers HRM-Performance linkages in a service context. Results indicate that both external relations and line managers are critical mediating variables conditioning HRM-Performance linkages, thereby lending support to the notion that hard and soft HRM practices are not necessarily irreconcilable

Peer motivational climate in youth sport: a qualitative inquiry

Objectives: Little is known about the influence and nature of the motivational climate initiated by peer groups on children’s sport behaviour and experiences. To address this research need, in-depth interviews were employed in order to identify the factors that underpin the motivational climate created by peers in youth sport. Methods: Individually and in small focus groups, 14 boys and 16 girls (NZ30), aged between 12 and 16 years old from both individual and team sports, were interviewed regarding peer-induced characteristics of their motivational climates. Results: Using content analyses, the following 11 dimensions of peer climate emerged: cooperation, effort, improvement, mistakes, intra-team competition, intra-team conflict, equal treatment, normative ability, autonomy support, evaluation of competence and relatedness support. Conclusions: Some of the resulting dimensions are similar to the factors included in existing instruments assessing adult (i.e. PE teacher or coach-created) motivational climates. However, some facets of the climate unique to peer groups were also identified in this study. The theoretical implications of these findings are discussed and suggestions for future research on the peer motivational climate are provided