The Interaction of Decision Aid Usage, Training Methodology, and Personality Construct on Decision Making Among Dyadic Air Crews in a Military Environment
ARMY RESEARCH LAB ABERDEEN PROVING GROUND MD HUMAN RESEARCH AND ENGINEERING DIRECTORATE
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Although the workload placed on military decision makers often hinders the achievement of optimal solutions, concern given to issues such as methods unique to grouped individuals in acquiring, processing, and acting upon information is often inadequate. The current research examined two levels of training, decision aiding, and homogeneity on group performance, using a personality concept classified action orientation. Tasks concerned pre-flight safety assessments for military combat aircraft and were performed by Army Cobra aviator Dependent measures included a quality score composed of identified mishaps with contingencies for remediation and time taken to complete tasks. Advanced training produced an increase of more than 41 in mean response quality when decision aids were allowed and 38 when not, although use of the aid caused increases in completion times during these situations of 12 and 14 minutes, respectively. Collectively, the most highly trained participants allowed that the aid produced improvements of more than 4.5-fold above less trained counterparts who were not provided an aid. Although the effect of group homogeneity was moderately correlated with two competing independent variables, when we controlled for the variance accounted for by these, homogeneity was shown to be a significant predictor of performance.
- Administration and Management
- Personnel Management and Labor Relations