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AD-A274 170 - W E TATON AGEForm Approvied _MJMENTATION PA GE 0 70409 _ Pubhlc reportig burden for this Collecti Oi o irnfomation is estimated to average 1 hour per response Incling th rime tor revewrg instructrns searcng exsrng rate sources garnering and maintaining the data needed, and completing and reviewng the collectlon of information Send cormems regarding th imburoen esintmate or any othef asperct or tsrs cohi ection oata normaco•s gncturnng sugge•tions for reducing this burden. to Washington Headcluaners Senrces Directorate to' Innormation Operations and Reports 1215 Jefterson Davis Hignway Suite 1204 Arlington VA 22202-4302 and to the Office of Management and Budget Paperwork Reduction Protect 10704 O 188) Washington DC 20503 1 AGENCY USE ONLY (Leave biank) 2 REPORT DATE 3 REPORT TYPE AND DATES COVERED November 1993 Professional Paper 4 TITLE AND SUBTITLE 5 FUNDING NUMBERS TEAM DECISION MAKING AND TECHNOLOGY PR: CE16 PE: 0602233N 6 AUTrHOR(S) WU: DN300090 L. T. Duffy 7 PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) S PERFORMING ORGANIZATION REPORT NUMBER Naval Command, Control and Ocean Surveillance Center (NCCOSC) RDT&E Division San Diego, CA 92152-5001 9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10 SPONSORING/MONITORING AGENCY REPORT NUMBER Office of Naval Research 800 North Quincy Street Arlington, VA 22217-5000 D T IC II SUPPLEMENTARY NOTES E LT DEC 2 3 1993 12a. DISTRIB1AION/AVAILA8ILI1Y STATEMENT 12b. ABBIJTION CODE Approved for public release; distribution is unlimited. 13. ABSTRACT (Maximum 200 words) In 1990, Martin Marietta deployed a satellite into the wrong orbit when engineers instructed the computer programmers to open the bay door to the hatch containing the satellite. The programmers opened the "wrong door," although they had followed the instructions correctly (Associated Press, 1990). Today, $150 million dollars sits dead in an orbit around the earth. The total cost of the miscommunication: $500 million. In 1989, an Avianca airliner crashed in New York awaiting clearance for landing, while critically low on fuel. Ground control misinterpreted the Colombian pilot's urgent message regarding his fuel shortage and assumed that a fuel emergency had not been reached. More than 270 people died. The captain aboard the USS Vincennes had approximately 180 seconds in which to process information from several of his support staff and make the decision as to whether to shoot the (then mis-identified) Iranian airbus and protect his crew. Although the decision was militarily correct, 290 civilians died and questions were raised regarding the inadequacy of our scientific knowledge concerning team decision making and decision support systems in this "real life" setting. Each of these examples involved more than one decision maker interacting with technologically sophisticated support systems, each of which contributed to the final outcome. These examples involved highly skilled, technically competent team members. However, something "went wrong" when these multiple-expert parties attempted to reach a resolution. What factors are important in predicting team effectiveness and what is the impact of technologically sophisticated systems on the teams? We know a great deal about the answer when discussing decision makers (Abelson and Levi, 1985), but very little when discussing technologically supported multiple decision makers (Diffy, 1990; Galegher, 1990). Published in Individual or Group Decision Making, pp. 247-266. 14. SUBJECT TERMS 15 NUMBER OF PAGES Cognitive Modeling Stress Team Decision Making Displays Decision Making Stress Man-Machine Interface 16 PRICE CODE Decision Support Performance Measurement 17. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION 19 SECURITY CLASSIFICATION 20 LIMITATION OF ABSTRACT OF REPORT OF THIS PAGE OF ABSTRACT UNCLASSIFIED UNCLASSIFIED UNCLASSIFIED SAME AS REPORT NSN 7540-01 -260-.500 Standard form 296 (FRONT)

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  • AD-A274 170- W E TATON AGEForm Approvied_MJMENTATION PA GE 0 70409 _

    Pubhlc reportig burden for this Collecti Oi o irnfomation is estimated to average 1 hour per response Incling th rime tor revewrg instructrns searcng exsrng rate sources garnering and

    maintaining the data needed, and completing and reviewng the collectlon of information Send cormems regarding th imburoen esintmate or any othef asperct or tsrs cohi ection oata normaco•s gncturnng

    sugge•tions for reducing this burden. to Washington Headcluaners Senrces Directorate to' Innormation Operations and Reports 1215 Jefterson Davis Hignway Suite 1204 Arlington VA22202-4302 and to the Office of Management and Budget Paperwork Reduction Protect 10704 O 188) Washington DC 20503

    1 AGENCY USE ONLY (Leave biank) 2 REPORT DATE 3 REPORT TYPE AND DATES COVERED

    November 1993 Professional Paper

    4 TITLE AND SUBTITLE 5 FUNDING NUMBERS

    TEAM DECISION MAKING AND TECHNOLOGY PR: CE16PE: 0602233N

    6 AUTrHOR(S) WU: DN300090

    L. T. Duffy7 PERFORMING ORGANIZATION NAME(S) AND ADDRESS(ES) S PERFORMING ORGANIZATION

    REPORT NUMBERNaval Command, Control and Ocean Surveillance Center (NCCOSC)RDT&E DivisionSan Diego, CA 92152-5001

    9. SPONSORING/MONITORING AGENCY NAME(S) AND ADDRESS(ES) 10 SPONSORING/MONITORINGAGENCY REPORT NUMBER

    Office of Naval Research800 North Quincy StreetArlington, VA 22217-5000 D T IC

    II SUPPLEMENTARY NOTES E LTDEC 2 3 1993

    12a. DISTRIB1AION/AVAILA8ILI1Y STATEMENT 12b. ABBIJTION CODE

    Approved for public release; distribution is unlimited.

    13. ABSTRACT (Maximum 200 words)

    In 1990, Martin Marietta deployed a satellite into the wrong orbit when engineers instructed the computer programmers toopen the bay door to the hatch containing the satellite. The programmers opened the "wrong door," although they had followedthe instructions correctly (Associated Press, 1990). Today, $150 million dollars sits dead in an orbit around the earth. The totalcost of the miscommunication: $500 million. In 1989, an Avianca airliner crashed in New York awaiting clearance for landing,while critically low on fuel. Ground control misinterpreted the Colombian pilot's urgent message regarding his fuel shortageand assumed that a fuel emergency had not been reached. More than 270 people died. The captain aboard the USS Vincenneshad approximately 180 seconds in which to process information from several of his support staff and make the decision as towhether to shoot the (then mis-identified) Iranian airbus and protect his crew. Although the decision was militarily correct, 290civilians died and questions were raised regarding the inadequacy of our scientific knowledge concerning team decision makingand decision support systems in this "real life" setting.

    Each of these examples involved more than one decision maker interacting with technologically sophisticated supportsystems, each of which contributed to the final outcome. These examples involved highly skilled, technically competent teammembers. However, something "went wrong" when these multiple-expert parties attempted to reach a resolution. What factorsare important in predicting team effectiveness and what is the impact of technologically sophisticated systems on the teams? Weknow a great deal about the answer when discussing decision makers (Abelson and Levi, 1985), but very little when discussingtechnologically supported multiple decision makers (Diffy, 1990; Galegher, 1990).

    Published in Individual or Group Decision Making, pp. 247-266.

    14. SUBJECT TERMS 15 NUMBER OF PAGES

    Cognitive Modeling Stress Team Decision Making DisplaysDecision Making Stress Man-Machine Interface 16 PRICE CODEDecision Support Performance Measurement

    17. SECURITY CLASSIFICATION 18. SECURITY CLASSIFICATION 19 SECURITY CLASSIFICATION 20 LIMITATION OF ABSTRACTOF REPORT OF THIS PAGE OF ABSTRACT

    UNCLASSIFIED UNCLASSIFIED UNCLASSIFIED SAME AS REPORT

    NSN 7540-01 -260-.500 Standard form 296 (FRONT)

  • BestAvailable

    Copy

  • UNCLASSIFIED

    21a NAME OF RESPONSIBLE INDMDUAL 21b TELEPHONE (.rlC0•e Aea Ci0jde 21c OFFCE SYM8OL

    L. T. Duffy (619) 553-9222 Code 442

    Ac.e-jcf

    NWiS'

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    ............................ ...... "•," •.....

    93-30939

    93 12 22 0 5 00.NUN754001-20-50 SIdUd CmAI 296 IACK)

    UNCLASSIFIED

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