Ellwart / Kolbe / Boos Coordination in Human and Primate Groups

1. Auflage 2011
ISBN: 978-3-642-15355-6
Verlag: Springer
Format: PDF
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)

E-Book, Englisch, 288 Seiten

Coordination in Human and Primate Groups presents one of the first collections of the different approaches and methods used to assess coordination processes in groups. Written by psychologists and primatologists, the book represents a broad range of coordination research fields such as social psychology, work and organizational psychology, medicine, primatology, and behavioural ecology. It is designed for researchers and practitioners interested in understanding the behavioural aspects of group coordination.

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.

Autoren/Hrsg.

Ellwart, Thomas

Kolbe, Michaela

Boos, Margarete

Inhaltsverzeichnis

1;Coordination in Human and Primate Groups;3
1.1;Preface;5
1.2;Contents;9
1.3;Contributors;11
1.4;Part I: Theoretical Approaches to Group Coordination;15
1.4.1;Chapter 1: Coordination in Human and Non-human Primate Groups: Why Compare and How?;16
1.4.1.1;References;22
1.4.2;Chapter 2: An Inclusive Model of Group Coordination;24
1.4.2.1;2.1 Introduction;25
1.4.2.2;2.2 Why Coordinate? Task Types and the Coordination Challenge;25
1.4.2.2.1;2.2.1 Coordination Challenge of Task Synchronisation;26
1.4.2.2.2;2.2.2 Coordination Challenge of Process Loss;26
1.4.2.2.3;2.2.3 Coordination Challenge of Increased Requirements Based on Task Complexity;27
1.4.2.2.4;2.2.4 Coordination Challenge of Other Task Complexities;28
1.4.2.3;2.3 What Is to Be Coordinated;29
1.4.2.3.1;2.3.1 Entities of Coordination: Individual Goals, Meanings, Behaviours;29
1.4.2.3.2;2.3.2 Coordination of Goals;30
1.4.2.3.3;2.3.3 Coordination of Meanings;31
1.4.2.3.4;2.3.4 Coordination of Behaviours;32
1.4.2.4;2.4 How Entities Are Coordinated: Coordination Mechanisms;33
1.4.2.4.1;2.4.1 Explicit Versus Implicit Coordination;34
1.4.2.4.2;2.4.2 Pre-, In-, and Post-Process Coordination;36
1.4.2.5;2.5 How Coordination Evolves: Patterns of Coordination;36
1.4.2.5.1;2.5.1 Goal-Focused Patterns;37
1.4.2.5.2;2.5.2 Meaning-Focused Patterns;37
1.4.2.5.3;2.5.3 Behaviour-Focused Patterns;39
1.4.2.6;2.6 Inclusive Model of Group Coordination;40
1.4.2.6.1;2.6.1 Core Construct of Inclusive Model;40
1.4.2.6.2;2.6.2 Peripheral Input-Process-Outcome (IPO) `Lens´ for Examining Varying Levels of Dissolution;41
1.4.2.6.3;2.6.3 Provisions for the Iterative Structuration Inherent in Coordination;44
1.4.2.7;2.7 Conclusion;44
1.4.2.8;References;45
1.4.3;Chapter 3: Coordination of Group Movements in Non-human Primates ;49
1.4.3.1;3.1 Introduction;49
1.4.3.2;3.2 Group Movements in Non-human Primates;51
1.4.3.2.1;3.2.1 Patterns of Group Movements;51
1.4.3.2.2;3.2.2 Processes and Leadership;52
1.4.3.2.3;3.2.3 Mechanisms of Group Coordination;58
1.4.3.2.4;3.2.4 Decision Types;59
1.4.3.3;3.3 Operationalisation of Group Movements in the Field;60
1.4.3.4;3.4 Interdisciplinary Outlook;63
1.4.3.5;References;64
1.4.4;Chapter 4: Dimensions of Group Coordination: Applicability Test of the Coordination Mechanism Circumplex Model;69
1.4.4.1;4.1 The Coordination Circumplex;69
1.4.4.2;4.2 Empirical Applicability;73
1.4.4.2.1;4.2.1 Study Design;73
1.4.4.2.2;4.2.2 The Coding Task;74
1.4.4.2.3;4.2.3 Coders and Procedures;76
1.4.4.2.4;4.2.4 Dependent Measures and Statistics;76
1.4.4.2.5;4.2.5 Results;77
1.4.4.2.6;4.2.6 Discussion and Outlook;80
1.4.4.3;References;84
1.4.5;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
1.4.5.1;5.1 Introduction;86
1.4.5.2;5.2 Groups in Anaesthesia;88
1.4.5.3;5.3 Functions of Group Coordination in Anaesthesia;89
1.4.5.4;5.4 Information Exchange and Joint Actions Within Anaesthesia Groups;90
1.4.5.5;5.5 Explicit and Implicit Coordination Mechanisms;92
1.4.5.5.1;5.5.1 Explicit Coordination;92
1.4.5.5.2;5.5.2 Implicit Coordination;93
1.4.5.6;5.6 Adaptation as a Key Coordination Process;95
1.4.5.7;5.7 An Integrated Model of Coordination for Action Teams in Health Care;95
1.4.5.8;5.8 Directions for Future Research;98
1.4.5.9;References;99
1.4.6;Chapter 6: Developing Observational Categories for Group Process Research Based on Task and Coordination Requirement Analysis: Examples from Research on MedicalEmergency-Driven Teams;104
1.4.6.1;6.1 Introduction;105
1.4.6.2;6.2 Extensions of the General Input-Process-Output Model: Phases, Episodes, and Cycles;106
1.4.6.3;6.3 Task Analysis of Team Tasks;109
1.4.6.4;6.4 Assessing Process Performance Measures Based on Task Analysis;113
1.4.6.4.1;6.4.1 Developing Process Performance Measures for the Cardiopulmonary Resuscitation Task;115
1.4.6.4.2;6.4.2 Research Examples Relating Input Factors to Measures of Process Performance;116
1.4.6.5;6.5 Developing and Testing Hypotheses for the Relationship of Team Behaviour with Process Performance Variables;118
1.4.6.6;6.6 Conclusions;120
1.4.6.7;References;122
1.5;Part II: Assessing Coordination in Human Groups - Concepts and Methods;127
1.5.1;Chapter 7: Assessing Coordination in Human Groups: Concepts and Methods;128
1.5.1.1;7.1 Introduction;128
1.5.1.2;7.2 Perspectives on Coordination in Human Group Research;129
1.5.1.2.1;7.2.1 Coordination as Process or Outcome Variable;129
1.5.1.2.2;7.2.2 Temporal Perspective on Coordination: Pre-, In-, and Post-processes;132
1.5.1.2.3;7.2.3 Explicit and Implicit Coordination Processes;133
1.5.1.3;7.3 Methods for Assessment: How Is Coordination Measured?;137
1.5.1.3.1;7.3.1 Observation;137
1.5.1.3.2;7.3.2 Interviews and Questionnaires;138
1.5.1.3.3;7.3.3 Multiplex Approaches to Coordination;139
1.5.1.4;References;140
1.5.2;Chapter 8: Assessing Team Coordination Potential;145
1.5.2.1;8.1 Introduction;145
1.5.2.2;8.2 Criteria for Team Coordination Potential in Innovation;147
1.5.2.2.1;8.2.1 Autonomy;148
1.5.2.2.2;8.2.2 Involvement in Problem Setting;148
1.5.2.2.3;8.2.3 Feedback;149
1.5.2.2.4;8.2.4 Potential for Team Self-Regulation;149
1.5.2.2.5;8.2.5 Organisational Support for Innovation;150
1.5.2.2.6;8.2.6 Effect of Criteria on Coordination Processes;150
1.5.2.3;8.3 Description of the Methodological Approach;151
1.5.2.3.1;8.3.1 Data Collection;151
1.5.2.3.2;8.3.2 Data Analysis;152
1.5.2.4;8.4 Illustration of Method with Case Descriptions from a Field Study;153
1.5.2.4.1;8.4.1 Example 1: Impoverished Innovation Coordination Opportunities;155
1.5.2.4.2;8.4.2 Example 2: Conventional Innovation Coordination Opportunities;156
1.5.2.4.3;8.4.3 Example 3: Expansive Innovation Coordination Conditions;157
1.5.2.5;8.5 Discussion;159
1.5.2.6;References;160
1.5.3;Chapter 9: Measurement of Team Knowledge in the Field: Methodological Advantages and Limitations;162
1.5.3.1;9.1 Introduction;162
1.5.3.1.1;9.1.1 Team Knowledge and Its Current Research Status in the Literature;163
1.5.3.1.2;9.1.2 Challenges to Measure Team Knowledge in Field Settings;164
1.5.3.2;9.2 Concepts of Team Knowledge;166
1.5.3.3;9.3 Common Measures of Team Knowledge;167
1.5.3.3.1;9.3.1 Content Elicitation of Team Knowledge;168
1.5.3.3.2;9.3.2 Concept Analysis of Team Knowledge;170
1.5.3.3.2.1;9.3.2.1 Modelling Structure and ``Sharedness´´ of Team Knowledge;171
1.5.3.3.2.2;9.3.2.2 Group Agreement as Indicator of Team Knowledge;173
1.5.3.3.3;9.3.3 Further Perspectives on Field Applications;174
1.5.3.3.3.1;9.3.3.1 Combining Absolute Team Knowledge and Agreement: The Shared Mental Model Index (SMM Index) of Expertise Location;174
1.5.3.3.3.2;9.3.3.2 Identifying Team Specific Agreement: Improving the Validity of Team Knowledge Quantifications;177
1.5.3.4;9.4 General Discussion: Measures of Team Knowledge in Field Research;179
1.5.3.5;References;181
1.5.4;Chapter 10: An Observation-Based Method for Measuring the Sharedness of Mental Models in Teams;184
1.5.4.1;10.1 Introduction;184
1.5.4.2;10.2 Theoretical Framework of Sharedness, Mental Models, and Coordination;186
1.5.4.2.1;10.2.1 Concept of Mental Models;186
1.5.4.2.2;10.2.2 Types of Mental Models;187
1.5.4.2.3;10.2.3 Development of Shared Mental Models;189
1.5.4.3;10.3 Observational Approach to Measuring the Development of Shared Mental Models;191
1.5.4.3.1;10.3.1 Coding Scheme;192
1.5.4.3.2;10.3.2 Measuring Dissociate Versus Comprehensive Sharedness;192
1.5.4.4;10.4 Illustration of the Methodological Approach in a Case Study;194
1.5.4.4.1;10.4.1 Sample;194
1.5.4.4.2;10.4.2 Procedure;194
1.5.4.4.3;10.4.3 Hypotheses;195
1.5.4.4.4;10.4.4 Findings on the Development of Sharedness in the Case Study;196
1.5.4.4.4.1;10.4.4.1 Task: Extent of Sharedness Indicated by Degree of Lower Number of Problem Definition and Solution Analysis and Explanation;196
1.5.4.4.4.2;10.4.4.2 Process: Sharedness Indicated by a Decrease in Planning Utterances;197
1.5.4.4.4.3;10.4.4.3 Team: Allocation of Tasks, Roles, and Responsibilities;198
1.5.4.4.4.4;10.4.4.4 Climate: Sharedness Indicated by Continuous Backing Up;198
1.5.4.5;10.5 Analysis of Dissociate Versus Comprehensive Sharedness;199
1.5.4.6;10.6 Discussion;200
1.5.4.7;References;202
1.5.5;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
1.5.5.1;11.1 Introduction;206
1.5.5.2;11.2 Coordination Requirements During Group Decision Making;207
1.5.5.2.1;11.2.1 The Nature of Group Decision Tasks;207
1.5.5.2.2;11.2.2 Coordination of Group Decision-Making Discussions;208
1.5.5.3;11.3 MICRO-CO: A Micro-analytical Taxonomy for Analysis of Explicit Coordination Mechanisms in Decision-Making Groups;210
1.5.5.3.1;11.3.1 Micro-analytical Interaction Analysis;210
1.5.5.3.2;11.3.2 Taxonomy of MICRO-CO;211
1.5.5.3.3;11.3.3 Coding Procedure;217
1.5.5.3.4;11.3.4 Reliability of MICRO-CO;218
1.5.5.3.5;11.3.5 First Experience for MICRO-CO Category Occurrence;218
1.5.5.4;11.4 Discussion;220
1.5.5.5;References;222
1.6;Part III: Primatological Approaches to the Conceptualisation and Measurement of Group Coordination;226
1.6.1;Chapter 12: Primatological Approaches to the Study of Group Coordination;227
1.6.1.1;12.1 Introduction;227
1.6.1.2;References;232
1.6.2;Chapter 13: Communicative and Cognitive Underpinnings of Animal Group Movement;233
1.6.2.1;13.1 Introduction;233
1.6.2.2;13.2 Living in Groups;234
1.6.2.3;13.3 Concepts in Group Coordination;235
1.6.2.3.1;13.3.1 A Terminological Conundrum;235
1.6.2.3.2;13.3.2 From Rule-Governed Behaviour to Complex Processing of Information;236
1.6.2.3.3;13.3.3 Overlapping and Diverging Interests;238
1.6.2.3.4;13.3.4 Information Transmission;239
1.6.2.4;13.4 Baboons as Models to Study Animal Group Coordination;240
1.6.2.4.1;13.4.1 Social Organisation and Decision Making;240
1.6.2.4.2;13.4.2 Signalling Behaviour: Non-vocal Signals;242
1.6.2.4.3;13.4.3 Signalling Behaviour: Vocal Signals;242
1.6.2.5;13.5 Cognition and Collective Behaviour;244
1.6.2.6;13.6 Conclusion;246
1.6.2.7;References;246
1.6.3;Chapter 14: Communicative Cues Among and Between Human and Non-human Primates: Attending to Specificity in Triadic Gestural Interactions;249
1.6.3.1;14.1 Introduction;249
1.6.3.2;14.2 Following Gaze to See What Others See;250
1.6.3.3;14.3 Following Gaze to See What Others Communicate About;251
1.6.3.4;14.4 Human Child Development;253
1.6.3.5;14.5 Chimpanzees;254
1.6.3.6;14.6 Ostensive Signals;258
1.6.3.7;14.7 Sensitivity to Ostensive Signals in a Non-human Species: The Domestic Dog;259
1.6.3.8;14.8 Summary and Conclusions;260
1.6.3.9;References;261
1.6.4;Chapter 15: Coordination in Primate Mixed-Species Groups;266
1.6.4.1;15.1 Introduction;266
1.6.4.2;15.2 Definition, Non-randomness, and Association Patterns;267
1.6.4.2.1;15.2.1 What Are Mixed-Species Groups?;267
1.6.4.2.2;15.2.2 Do Mixed-Species Groups Form Randomly?;267
1.6.4.2.3;15.2.3 Association Patterns;268
1.6.4.3;15.3 Benefits and Costs for Primates in Mixed-Species Groups;270
1.6.4.3.1;15.3.1 Benefits;270
1.6.4.3.1.1;15.3.1.1 Reduction of Predation Risk;270
1.6.4.3.1.2;15.3.1.2 Increased Foraging and Feeding Efficiency;272
1.6.4.3.1.3;15.3.1.3 Other Potential Benefits;273
1.6.4.3.2;15.3.2 Costs of Mixed-Species Groups;273
1.6.4.3.3;15.3.3 Consequences of Symmetry and Asymmetry of Net Benefits;275
1.6.4.4;15.4 Coordination in Mixed-Species Groups;275
1.6.4.4.1;15.4.1 Coordination Through Inter-specific Vocal Communication;276
1.6.4.4.2;15.4.2 Is There Really Interspecific Coordination?;279
1.6.4.4.3;15.4.3 Inter-specific Coordination in Mixed-Species Groups of Birds;280
1.6.4.5;15.5 General Conclusions;280
1.6.4.6;Appendix: Index of Scientific and Common Names of Primates Mentioned in the Text;281
1.6.4.7;References;282
1.7;Index;285