Workforce Development and Intelligence Analysis for National Security Purposes: Proceedings of a Workshop by unknow

Author:unknow
Language: eng
Format: epub
Tags: Conflict and Security Issues: Prevention, Security and Response, Conflict and Security Issues: Policy, Reviews and Evaluations
Publisher: The National Academies Press
Published: 2018-07-03T00:00:00+00:00

FIGURE 3-2 A model of macrocognition in teams.

SOURCE: Fiore et al. (2010, Fig. 1). Presented by Stephen Fiore at the workshop.

Fiore noted that new technology, such as NetDraw,8 helps teams develop visualization tools to overcome their biases and represent which of their members possess needed knowledge, thereby improving decision making.9 He cited other advances that help with argument representation, representing intellectual conflict, interactions, and deliberation. He also noted that other technologies can serve as memory aids by facilitating the offloading of information and freeing up cognitive resources for other tasks.

According to Fiore, a third area that should be pursued for cybernetic teams is the distinction between task work and teamwork. He pointed out that traditionally, the knowledge, skills, and abilities needed to complete tasks are considered separately from the attitudes and skills needed to operate in a team, such as managing conflict or interpersonal skills. He suggested that both taskwork and teamwork should be studied to develop and integrate technologies that can augment these parts of team cognition. Tools exist, he observed, to help with such tasks as analyzing data, interpreting information, solving problems, and making decisions in support of the analyst’s task. What is needed, he argued, is integration of these tools with technologies that can also help support teamwork by providing a way to understand workflow, dynamic planning, and team member roles. He cited Base Camp as an example of a tool that attempts to attend to both teams and tasks.

Fiore noted that he and other researchers in this domain have examined and identified ways to quantify the use and transmission of internalized team knowledge, individual knowledge gathering and building, knowledge sharing, and information exchange across teams to evaluate alternatives.10,11 He described as an example studies of National Aeronautics and Space Administration (NASA) mission control teams that identified the qualitative problem-solving processes involved in effective collaborative problem solving,12 as well as the quantitative problem-solving processes in which teams engage when solving complex problems.13 In his view, new research is needed to connect concepts in team research emerging from the organizational sciences with work in other disciplines, such as cognitive and computer sciences, to pursue the creation of cybernetic teams capable of the kind of complex cognition found in intelligence analysis.

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