Leader airtime management and team effectiveness in emergency management command and control (EMCC) teams

We investigated the relation between leader airtime management and team effectiveness in Emergency Management Command and Control (EMCC) teams. Leader airtime management concerns leaders’ interventions to structure who shares information when using opening and closing statements to respectively stimulate or reduce information sharing. We coded leaders’ airtime management statements across different meeting phases (structuring, information sharing, decision making) using video-recordings of 12 EMCC exercises involving two consecutive meetings each. Experts rated two components of team effectiveness: Team Situation Awareness (TSA) and Team Decision Making (TDM). We found that closing statements were more frequently used in the decision-making phase than in any other meeting phase. Also, leaders of teams with lower TSA used more opening statements in the decision-making phase of the first team meeting than leaders of teams with higher TSA. These results confirm the importance of the timing of leader airtime management for EMCC team effectiveness.Practitioner summary: We investigated leader airtime management and team effectiveness in EMCC teams. We video-coded 12 exercises; experts rated team effectiveness. In the decision-making phase, leaders use more closing statements, and leaders of less effective teams use more opening statements. Leaders are advised to adjust their airtime management to meeting phases

Bridging the multiple reality gap: Application of augmented reality in new product development

Increased product complexity and internal team dynamics pose serious challenges to the quality of collaboration, usually reflected upon long delays, cost overruns and poor design quality during product development. Our focus is to study the factors that drive collaboration, shared understanding and team learning in product development in order to investigate new tools to facilitate this process. The present paper provides the theoretical framework to experiment with novel collaborative tools like Augmented Reality in the product development setting. The core argument is that Augmented Reality technologies act as a catalyst to the communication between the various stakeholders. The main idea behind this work is a dynamic investigation on the nature of collaboration in product development teams, through a socio-cognitive lens. The basic focus of this work is to connect insights from the social sciences to collaborative design and visualization technologies. © 2011 IEEE