A human factors approach to analysing military command and control

This paper applies the Event Analysis for Systemic Teamwork (EAST) method to an example of military command and control. EAST offers a way to describe system level 'emergent properties' that arise from the complex interactions of system components (human and technical). These are described using an integrated methods approach and modelled using Task, Social and Knowledge networks. The current article is divided into three parts: a brief description of the military command and control context, a brief description of the EAST method, and a more in depth presentation of the analysis outcomes. Numerous findings emerge from the application of the method. These findings are compared with similar analyses undertaken in civilian domains, where Network Enabled Capability (NEC) is already in place. The emergent properties of the military scenario relate to the degree of system reconfigurability, systems level Situational Awareness (SA), team-working and the role of mediating technology. It is argued that the EAST method can be used to offer several interesting perspectives on designing and specifying NEC capability in military context

Coordination approaches and systems - part I : a strategic perspective

This is the first part of a two-part paper presenting a fundamental review and summary of research of design coordination and cooperation technologies. The theme of this review is aimed at the research conducted within the decision management aspect of design coordination. The focus is therefore on the strategies involved in making decisions and how these strategies are used to satisfy design requirements. The paper reviews research within collaborative and coordinated design, project and workflow management, and, task and organization models. The research reviewed has attempted to identify fundamental coordination mechanisms from different domains, however it is concluded that domain independent mechanisms need to be augmented with domain specific mechanisms to facilitate coordination. Part II is a review of design coordination from an operational perspective

Organization of Multi-Agent Systems: An Overview

In complex, open, and heterogeneous environments, agents must be able to reorganize towards the most appropriate organizations to adapt unpredictable environment changes within Multi-Agent Systems (MAS). Types of reorganization can be seen from two different levels. The individual agents level (micro-level) in which an agent changes its behaviors and interactions with other agents to adapt its local environment. And the organizational level (macro-level) in which the whole system changes it structure by adding or removing agents. This chapter is dedicated to overview different aspects of what is called MAS Organization including its motivations, paradigms, models, and techniques adopted for statically or dynamically organizing agents in MAS.Comment: 12 page

Toward a second-person neuroscience

LS & BT : equal contributions (shared first-authorship)Peer reviewedPreprin

Beyond ‘Interaction’: How to Understand Social Effects on Social Cognition

In recent years, a number of philosophers and cognitive scientists have advocated for an ‘interactive turn’ in the methodology of social-cognition research: to become more ecologically valid, we must design experiments that are interactive, rather than merely observational. While the practical aim of improving ecological validity in the study of social cognition is laudable, we think that the notion of ‘interaction’ is not suitable for this task: as it is currently deployed in the social cognition literature, this notion leads to serious conceptual and methodological confusion. In this paper, we tackle this confusion on three fronts: 1) we revise the ‘interactionist’ definition of interaction; 2) we demonstrate a number of potential methodological confounds that arise in interactive experimental designs; and 3) we show that ersatz interactivity works just as well as the real thing. We conclude that the notion of ‘interaction’, as it is currently being deployed in this literature, obscures an accurate understanding of human social cognition

Measuring collaborative emergent behavior in multi-agent reinforcement learning

Multi-agent reinforcement learning (RL) has important implications for the future of human-agent teaming. We show that improved performance with multi-agent RL is not a guarantee of the collaborative behavior thought to be important for solving multi-agent tasks. To address this, we present a novel approach for quantitatively assessing collaboration in continuous spatial tasks with multi-agent RL. Such a metric is useful for measuring collaboration between computational agents and may serve as a training signal for collaboration in future RL paradigms involving humans.Comment: 1st International Conference on Human Systems Engineering and Design, 6 pages, 2 figures, 1 tabl

Containing systemic risk : paradigm-based perspectives on regulatory reform

Financial crises can happen for a variety of reasons: (a) nobody really understands what is going on (the collective cognition paradigm); (b) some understand better than others and take advantage of their knowledge (the asymmetric information paradigm); (c) everybody understands, but crises are a natural part of the financial landscape (the costly enforcement paradigm); or (d) everybody understands, yet no one acts because private and social interests do not coincide (the collective action paradigm). The four paradigms have different and often conflicting prudential policy implications. This paper proposes and discusses three sets of reforms that would give due weight to the insights from the collective action and collective cognition paradigms by redrawing the regulatory perimeter to internalize systemic risk without promoting dynamic regulatory arbitrage; introducing a truly systemic liquidity regulation that moves away from a purely idiosyncratic focus on maturity mismatches; and building up the supervisory function while avoiding the pitfalls of expanded official oversight.Debt Markets,Emerging Markets,Financial Intermediation,Banks&Banking Reform,Labor Policies

Institutions and Policies Shaping Industrial Development: An Introductory Note

In this work, meant as an introduction to the contributions of the task force on Industrial Policies and Development, Initiative for Policy Dialogue, Columbia University, New York, we discuss the role of institutions and policies in the process of development. We begin by arguing how misleading the "market failure" language can be in order to assess the necessity of public policies in that it evaluates it against a yardstick that is hardly met by any observed market set-up. Much nearer to the empirical evidence we argue that even when one encounters a prevailing market form of governance of economic interactions, the latter are embedded in a rich thread of non-market institutions. This applies in general and is particularly so with respect to the production and use of information and technological knowledge. In this work we build on the fundamental institutional embeddedness of such processes of technological learning in both developed and catching-up countries and we try to identify some quite robust policy ingredients which have historically accompanied the co-evolution between technological capabilities, forms of corporate organisations and incentive structures. All experiences of successful catching-up and sometimes overtaking the incumbent economic leaders – starting with the USA vis-à-vis Britain – have involved “institution building” and policy measures affecting technological imitation, the organisations of industries, trade patterns and intellectual property rights. This is likely to apply today, too, – we argue – also in the context of a “globalised” world economy.Institutions, development, industrial policies, technological catching-up, trade specialisations.