4.4 Article

Modeling Team Interaction and Decision-Making in Agile Human-Machine Teams: Quantum and Dynamical Systems Perspective

Journal

IEEE TRANSACTIONS ON HUMAN-MACHINE SYSTEMS
Volume 53, Issue 4, Pages 720-730

Publisher

IEEE-INST ELECTRICAL ELECTRONICS ENGINEERS INC
DOI: 10.1109/THMS.2023.3276744

Keywords

Artificial intelligence (AI); decision making; human-machine teaming; nonlinear dynamical systems (NDS); quantum cognition; team agility

Ask authors/readers for more resources

In this study, team agility was defined as the exploration and exploitation of team coordination. The effects of ontic and epistemic uncertainty on decision-making in a dynamic task environment were examined using quantum cognition and nonlinear dynamical systems modeling. The findings suggest that teams in the experimenter condition demonstrated more exploratory behavior, while teams in the control and synthetic conditions showed a preference for exploitative behavior.
In this study, we define team agility as a function of exploration and exploitation of team coordination. Based on these two coordination concepts, we examined interactive decision-making in a dynamic task environment by applying: first, the principles of quantum cognition for the decision-making processes at the confluence of teamwork and taskwork (to discern the effects of ontic uncertainty for each human team member in the case of having incomplete teamwork) and second, nonlinear dynamical systems modeling for the teamwork (to capture epistemic uncertainty). In this study, there were the following three conditions based on manipulation of the pilot role: first, synthetic condition-the pilot role was played by a synthetic agent, second, control condition-it was a randomly assigned participant, and third, experimenter condition-it was an expert who used a role-specific coordination script. Overall findings indicate that when teams in the experimenter condition come across the targets, they tend to explore alternatives by coordinating as a team rather than exploiting existing team strategies, which may not work best for the situation at hand. In contrast, teams in control and synthetic conditions tended more toward exploitation than exploration in coordination. We consider this a sign of agility in teamwork.

Authors

I am an author on this paper
Click your name to claim this paper and add it to your profile.

Reviews

Primary Rating

4.4
Not enough ratings

Secondary Ratings

Novelty
-
Significance
-
Scientific rigor
-
Rate this paper

Recommended

No Data Available
No Data Available