Coordination in Human and Primate Groups (eBook)

Boos, Margarete, Prof. Dr. phil., since 1995 Professor of Industrial and Organisational Psychology at the University Göttingen, Spokesperson of the Courant Research Centre Evolution of Social Behaviour within the Excellence Initiative of the University of Göttingen. Research on group coordination, computer-mediated communication in groups, psychology of brands. Counseling and training in the fields of cooperation and leadership, civil courage and moderation of groups. Kolbe, Michaela, Dr. rer. nat., since 2007 postdoctoral research assistant at the ETH Zurich. She received her Diploma and Ph.D. degrees in Psychology from the University of Goettingen, Germany. Her research focuses on coordination processes in groups, especially decision-making and medical teams. Ellwart, Thomas, Dr., since 2007 Ass. Professor of Applied Psychology at the University of Applied Sciences Northwestern Switzerland. He received the M.S. and Ph.D. degrees in Psychology from Dresden Technical University, Germany. His major focus in research is on work teams with topics such as cooperation and coordination processes, knowledge exchange and process improvement. In these topics his current focus is on influences of age diversity and computer-mediated communication. Kappeler, Peter, Prof. Dr., since 2003 Professorship in Sociobiology/Anthropology (University of Göttingen) and head of the department of Behavioural Ecology and Sociobiology (German Primate Centre). Main fields of research: primate and human behaviour, evolution of social systems, sexual selection, molecular ecology, biodiversity and conservation.

Coordination in Human and Primate Groups 3
Preface 5
Contents 9
Contributors 11
Part I: Theoretical Approaches to Group Coordination 15
Chapter 1: Coordination in Human and Non-human Primate Groups: Why Compare and How? 16
References 22
Chapter 2: An Inclusive Model of Group Coordination 24
2.1 Introduction 25
2.2 Why Coordinate? Task Types and the Coordination Challenge 25
2.2.1 Coordination Challenge of Task Synchronisation 26
2.2.2 Coordination Challenge of Process Loss 26
2.2.3 Coordination Challenge of Increased Requirements Based on Task Complexity 27
2.2.4 Coordination Challenge of Other Task Complexities 28
2.3 What Is to Be Coordinated 29
2.3.1 Entities of Coordination: Individual Goals, Meanings, Behaviours 29
2.3.2 Coordination of Goals 30
2.3.3 Coordination of Meanings 31
2.3.4 Coordination of Behaviours 32
2.4 How Entities Are Coordinated: Coordination Mechanisms 33
2.4.1 Explicit Versus Implicit Coordination 34
2.4.2 Pre-, In-, and Post-Process Coordination 36
2.5 How Coordination Evolves: Patterns of Coordination 36
2.5.1 Goal-Focused Patterns 37
2.5.2 Meaning-Focused Patterns 37
2.5.3 Behaviour-Focused Patterns 39
2.6 Inclusive Model of Group Coordination 40
2.6.1 Core Construct of Inclusive Model 40
2.6.2 Peripheral Input-Process-Outcome (IPO) `Lens´ for Examining Varying Levels of Dissolution 41
2.6.3 Provisions for the Iterative Structuration Inherent in Coordination 44
2.7 Conclusion 44
References 45
Chapter 3: Coordination of Group Movements in Non-human Primates 49
3.1 Introduction 49
3.2 Group Movements in Non-human Primates 51
3.2.1 Patterns of Group Movements 51
3.2.2 Processes and Leadership 52
3.2.3 Mechanisms of Group Coordination 58
3.2.4 Decision Types 59
3.3 Operationalisation of Group Movements in the Field 60
3.4 Interdisciplinary Outlook 63
References 64
Chapter 4: Dimensions of Group Coordination: Applicability Test of the Coordination Mechanism Circumplex Model 69
4.1 The Coordination Circumplex 69
4.2 Empirical Applicability 73
4.2.1 Study Design 73
4.2.2 The Coding Task 74
4.2.3 Coders and Procedures 76
4.2.4 Dependent Measures and Statistics 76
4.2.5 Results 77
4.2.6 Discussion and Outlook 80
References 84
Chapter 5: The Role of Coordination in Preventing Harm in Healthcare Groups: Research Examples from Anaesthesia and an Integrated Model of Coordination for Action Teams in Health Care 86
5.1 Introduction 86
5.2 Groups in Anaesthesia 88
5.3 Functions of Group Coordination in Anaesthesia 89
5.4 Information Exchange and Joint Actions Within Anaesthesia Groups 90
5.5 Explicit and Implicit Coordination Mechanisms 92
5.5.1 Explicit Coordination 92
5.5.2 Implicit Coordination 93
5.6 Adaptation as a Key Coordination Process 95
5.7 An Integrated Model of Coordination for Action Teams in Health Care 95
5.8 Directions for Future Research 98
References 99
Chapter 6: Developing Observational Categories for Group Process Research Based on Task and Coordination Requirement Analysis: Examples from Research on MedicalEmergency-Driven Teams 104
6.1 Introduction 105
6.2 Extensions of the General Input-Process-Output Model: Phases, Episodes, and Cycles 106
6.3 Task Analysis of Team Tasks 109
6.4 Assessing Process Performance Measures Based on Task Analysis 113
6.4.1 Developing Process Performance Measures for the Cardiopulmonary Resuscitation Task 115
6.4.2 Research Examples Relating Input Factors to Measures of Process Performance 116
6.5 Developing and Testing Hypotheses for the Relationship of Team Behaviour with Process Performance Variables 118
6.6 Conclusions 120
References 122
Part II: Assessing Coordination in Human Groups - Concepts and Methods 127
Chapter 7: Assessing Coordination in Human Groups: Concepts and Methods 128
7.1 Introduction 128
7.2 Perspectives on Coordination in Human Group Research 129
7.2.1 Coordination as Process or Outcome Variable 129
7.2.2 Temporal Perspective on Coordination: Pre-, In-, and Post-processes 132
7.2.3 Explicit and Implicit Coordination Processes 133
7.3 Methods for Assessment: How Is Coordination Measured? 137
7.3.1 Observation 137
7.3.2 Interviews and Questionnaires 138
7.3.3 Multiplex Approaches to Coordination 139
References 140
Chapter 8: Assessing Team Coordination Potential 145
8.1 Introduction 145
8.2 Criteria for Team Coordination Potential in Innovation 147
8.2.1 Autonomy 148
8.2.2 Involvement in Problem Setting 148
8.2.3 Feedback 149
8.2.4 Potential for Team Self-Regulation 149
8.2.5 Organisational Support for Innovation 150
8.2.6 Effect of Criteria on Coordination Processes 150
8.3 Description of the Methodological Approach 151
8.3.1 Data Collection 151
8.3.2 Data Analysis 152
8.4 Illustration of Method with Case Descriptions from a Field Study 153
8.4.1 Example 1: Impoverished Innovation Coordination Opportunities 155
8.4.2 Example 2: Conventional Innovation Coordination Opportunities 156
8.4.3 Example 3: Expansive Innovation Coordination Conditions 157
8.5 Discussion 159
References 160
Chapter 9: Measurement of Team Knowledge in the Field: Methodological Advantages and Limitations 162
9.1 Introduction 162
9.1.1 Team Knowledge and Its Current Research Status in the Literature 163
9.1.2 Challenges to Measure Team Knowledge in Field Settings 164
9.2 Concepts of Team Knowledge 166
9.3 Common Measures of Team Knowledge 167
9.3.1 Content Elicitation of Team Knowledge 168
9.3.2 Concept Analysis of Team Knowledge 170
9.3.2.1 Modelling Structure and ``Sharedness´´ of Team Knowledge 171
9.3.2.2 Group Agreement as Indicator of Team Knowledge 173
9.3.3 Further Perspectives on Field Applications 174
9.3.3.1 Combining Absolute Team Knowledge and Agreement: The Shared Mental Model Index (SMM Index) of Expertise Location 174
9.3.3.2 Identifying Team Specific Agreement: Improving the Validity of Team Knowledge Quantifications 177
9.4 General Discussion: Measures of Team Knowledge in Field Research 179
References 181
Chapter 10: An Observation-Based Method for Measuring the Sharedness of Mental Models in Teams 184
10.1 Introduction 184
10.2 Theoretical Framework of Sharedness, Mental Models, and Coordination 186
10.2.1 Concept of Mental Models 186
10.2.2 Types of Mental Models 187
10.2.3 Development of Shared Mental Models 189
10.3 Observational Approach to Measuring the Development of Shared Mental Models 191
10.3.1 Coding Scheme 192
10.3.2 Measuring Dissociate Versus Comprehensive Sharedness 192
10.4 Illustration of the Methodological Approach in a Case Study 194
10.4.1 Sample 194
10.4.2 Procedure 194
10.4.3 Hypotheses 195
10.4.4 Findings on the Development of Sharedness in the Case Study 196
10.4.4.1 Task: Extent of Sharedness Indicated by Degree of Lower Number of Problem Definition and Solution Analysis and Explanation 196
10.4.4.2 Process: Sharedness Indicated by a Decrease in Planning Utterances 197
10.4.4.3 Team: Allocation of Tasks, Roles, and Responsibilities 198
10.4.4.4 Climate: Sharedness Indicated by Continuous Backing Up 198
10.5 Analysis of Dissociate Versus Comprehensive Sharedness 199
10.6 Discussion 200
References 202
Chapter 11: Effective Coordination in Human Group Decision Making: MICRO-CO: A Micro-analytical Taxonomy for Analysing Explicit Coordination Mechanisms in Decision-Making Groups 205
11.1 Introduction 206
11.2 Coordination Requirements During Group Decision Making 207
11.2.1 The Nature of Group Decision Tasks 207
11.2.2 Coordination of Group Decision-Making Discussions 208
11.3 MICRO-CO: A Micro-analytical Taxonomy for Analysis of Explicit Coordination Mechanisms in Decision-Making Groups 210
11.3.1 Micro-analytical Interaction Analysis 210
11.3.2 Taxonomy of MICRO-CO 211
11.3.3 Coding Procedure 217
11.3.4 Reliability of MICRO-CO 218
11.3.5 First Experience for MICRO-CO Category Occurrence 218
11.4 Discussion 220
References 222
Part III: Primatological Approaches to the Conceptualisation and Measurement of Group Coordination 226
Chapter 12: Primatological Approaches to the Study of Group Coordination 227
12.1 Introduction 227
References 232
Chapter 13: Communicative and Cognitive Underpinnings of Animal Group Movement 233
13.1 Introduction 233
13.2 Living in Groups 234
13.3 Concepts in Group Coordination 235
13.3.1 A Terminological Conundrum 235
13.3.2 From Rule-Governed Behaviour to Complex Processing of Information 236
13.3.3 Overlapping and Diverging Interests 238
13.3.4 Information Transmission 239
13.4 Baboons as Models to Study Animal Group Coordination 240
13.4.1 Social Organisation and Decision Making 240
13.4.2 Signalling Behaviour: Non-vocal Signals 242
13.4.3 Signalling Behaviour: Vocal Signals 242
13.5 Cognition and Collective Behaviour 244
13.6 Conclusion 246
References 246
Chapter 14: Communicative Cues Among and Between Human and Non-human Primates: Attending to Specificity in Triadic Gestural Interactions 249
14.1 Introduction 249
14.2 Following Gaze to See What Others See 250
14.3 Following Gaze to See What Others Communicate About 251
14.4 Human Child Development 253
14.5 Chimpanzees 254
14.6 Ostensive Signals 258
14.7 Sensitivity to Ostensive Signals in a Non-human Species: The Domestic Dog 259
14.8 Summary and Conclusions 260
References 261
Chapter 15: Coordination in Primate Mixed-Species Groups 266
15.1 Introduction 266
15.2 Definition, Non-randomness, and Association Patterns 267
15.2.1 What Are Mixed-Species Groups? 267
15.2.2 Do Mixed-Species Groups Form Randomly? 267
15.2.3 Association Patterns 268
15.3 Benefits and Costs for Primates in Mixed-Species Groups 270
15.3.1 Benefits 270
15.3.1.1 Reduction of Predation Risk 270
15.3.1.2 Increased Foraging and Feeding Efficiency 272
15.3.1.3 Other Potential Benefits 273
15.3.2 Costs of Mixed-Species Groups 273
15.3.3 Consequences of Symmetry and Asymmetry of Net Benefits 275
15.4 Coordination in Mixed-Species Groups 275
15.4.1 Coordination Through Inter-specific Vocal Communication 276
15.4.2 Is There Really Interspecific Coordination? 279
15.4.3 Inter-specific Coordination in Mixed-Species Groups of Birds 280
15.5 General Conclusions 280
Appendix: Index of Scientific and Common Names of Primates Mentioned in the Text 281
References 282
Index 285