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Teams in isolated, confined, and extreme (ICE) environments face many risks to behavioral health, social dynamics, and team performance. Complex long-duration ICE operational settings such as spaceflight and military deployments are largely closed systems with tightly coupled components, often operating as autonomous microsocieties within isolated ecosystems. As such, all components of the system are presumed to interact and can positively or negatively influence team dynamics through direct or indirect pathways. However, modern team science frameworks rarely consider inputs to the team system from outside the social and behavioral sciences and rarely incorporate biological factors despite the brain and associated neurobiological systems as the nexus of input from the environment and necessary substrate for emergent team dynamics and performance. Here, we provide a high-level overview of several key neurobiological systems relevant to social dynamics. We then describe several key components of ICE systems that can interact with and on neurobiological systems as individual-level inputs influencing social dynamics over the team life cycle—specifically food and nutrition, exercise and physical activity, sleep/wake/work rhythms, and habitat design and layout. Finally, we identify opportunities and strategic considerations for multidisciplinary research and development. Our overarching goal is to encourage multidisciplinary expansion of team science through (1) prospective horizontal integration of variables outside the current bounds of team science as significant inputs to closed ICE team systems and (2) bidirectional vertical integration of biology as the necessary inputs and mediators of individual and team behavioral health and performance. Prospective efforts to account for the behavioral biology of teams in ICE settings through an integrated organizational neuroscience approach will enable the field of team science to better understand and support teams who work, live, serve, and explore in extreme ...

High group cohesion is considered to be beneficial and lead to better performance. This qualitative case study describes a case in which high social cohesion led to a deterioration in a team's performance. The aim of the present study was to investigate the relationships between performance in a team sport and social psychological group phenomena such as cohesion, conformity, groupthink, and group polarization. The participants were members of a junior-league ice-hockey team, consisting of three adult coaches and 22 players aged 15 to 16 years. The data were derived from an interview with the main coach, continuous observation by the principal researcher, and a diary based on observations during one ice-hockey season. The Group Environment Questionnaire was used to assess group cohesion quantitatively. The qualitative data were analyzed by identifying themes that illuminated the research problem. In this study, the team did not perform as expected, and their performance deteriorated during the autumn. Social cohesion was high. In addition, the need to evaluate performance declined because of increased pressure to conform. Pressure to conform, groupthink, and group polarization increased owing to the high level of social cohesion which in turn was associated with the deterioration in the group's performance. Based on the findings it appears that high group cohesion may not always be beneficial to the team and does not necessarily lead to better performance in all situations.

This letter documents the conversations of a participatory action research team consisting of one doctoral student and eight New York City high school students. The letter documents the process of creating the instrument that was used to collect data from other lesbian, gay, bisexual, transgender, and queer and questioning students. The dissertation research seeks to understand the language, policies, and behavior about sexuality and gender expression in schools, and LGBTQ young people's interpretations of them. Using Foucault and Butler to explain how young people interact with norms of sexuality and gender in contingent and contextualized ways, the researchers began to think about the discourses around sexuality and gender with a more historicized and complex lens and to examine subjectivity within those discourses. The researchers elected to use a modified Q sort to understand the intersection of the school community's attitudes and beliefs with individual student attitudes and beliefs, ultimately to understand LGBTQ students' sense of belonging in their schools.

The 2020 Summer Olympic Games reached to an end in Tokyo, Japan. Even though all the hiccups, constraints, and challenges imposed by the COVID-19 pandemic, the Games were successfully held in August 2021. For the first time in history, Team Portugal won four medals (one gold, one silver, and two bronzes). In 2018 the Portuguese Olympic Committee signed a contract with the Portuguese Institute of Sport and Youth (i.e., Portuguese government) listing the deliverables of the mission Tokyo 2020 against a funding scheme of 18.5 million euros (Contrato n.º 33-A/2018; Contrato -Programa de Desenvolvimento Desportivo n.º CP/1/DDF/2018). The document sets, among other goals and deliverables, that no less than two medals would be won at Tokyo 2020 (section IV.1. of the contract). On the road to Tokyo, Portugal got more than two medallists at World Championships in several Olympic sports. Indeed, there were six to eight potential medallists at the 2020 Olympic Games (O Jogo, 2021). There is evidence that just one-third to one-fourth of the Olympic athletes are able to excel and outperform at the Olympic Games. In the sport of competitive swimming, just 29.82% of all male Olympians and 53.84% of the finalists at Rio 2016 improved their entry times (Barbosa, 2016a). On average, only 30% of the swimmers were able to improve their entry time at the 2012 and 2016 Olympic Games (Barbosa, 2016b). At Rio 2016, Team Portugal was expected to win two medals out of nine potential medallists, i.e., almost 25% of effectiveness (Garcia, 2016). Thus, one can wonder if the Portuguese Olympic Committee was sensible, assuming that two athletes would reach the podium spot out of six to eight potential medallists. Also, it begs the question if the four medals won were an outstanding achievement, deemed as a substantial improvement of the Portuguese sports system or, if alternatively, the Portuguese Olympic Committee underestimated the number of medals that the country could win.

The 2020 Summer Olympic Games reached to an end in Tokyo, Japan. Even though all the hiccups, constraints, and challenges imposed by the COVID-19 pandemic, the Games were successfully held in August 2021. For the first time in history, Team Portugal won four medals (one gold, one silver, and two bronzes). In 2018 the Portuguese Olympic Committee signed a contract with the Portuguese Institute of Sport and Youth (i.e., Portuguese government) listing the deliverables of the mission Tokyo 2020 against a funding scheme of 18.5 million euros (Contrato n.º 33-A/2018; Contrato -Programa de Desenvolvimento Desportivo n.º CP/1/DDF/2018). The document sets, among other goals and deliverables, that no less than two medals would be won at Tokyo 2020 (section IV.1. of the contract). On the road to Tokyo, Portugal got more than two medallists at World Championships in several Olympic sports. Indeed, there were six to eight potential medallists at the 2020 Olympic Games (O Jogo, 2021). There is evidence that just one-third to one-fourth of the Olympic athletes are able to excel and outperform at the Olympic Games. In the sport of competitive swimming, just 29.82% of all male Olympians and 53.84% of the finalists at Rio 2016 improved their entry times (Barbosa, 2016a). On average, only 30% of the swimmers were able to improve their entry time at the 2012 and 2016 Olympic Games (Barbosa, 2016b). At Rio 2016, Team Portugal was expected to win two medals out of nine potential medallists, i.e., almost 25% of effectiveness (Garcia, 2016). Thus, one can wonder if the Portuguese Olympic Committee was sensible, assuming that two athletes would reach the podium spot out of six to eight potential medallists. Also, it begs the question if the four medals won were an outstanding achievement, deemed as a substantial improvement of the Portuguese sports system or, if alternatively, the Portuguese Olympic Committee underestimated the number of medals that the country could win. ; info:eu-repo/semantics/publishedVersion

Autonomous agents (AA) will increasingly be deployed as teammates instead of tools. In many operational situations, flawless performance from AA cannot be guaranteed. This may lead to a breach in the human's trust, which can compromise collaboration. This highlights the importance of thinking about how to deal with error and trust violations when designing AA. The aim of this study was to explore the influence of uncertainty communication and apology on the development of trust in a Human–Agent Team (HAT) when there is a trust violation. Two experimental studies following the same method were performed with (I) a civilian group and (II) a military group of participants. The online task environment resembled a house search in which the participant was accompanied and advised by an AA as their artificial team member. Halfway during the task, an incorrect advice evoked a trust violation. Uncertainty communication was manipulated within-subjects, apology between-subjects. Our results showed that (a) communicating uncertainty led to higher levels of trust in both studies, (b) an incorrect advice by the agent led to a less severe decline in trust when that advice included a measure of uncertainty, and (c) after a trust violation, trust recovered significantly more when the agent offered an apology. The two latter effects were only found in the civilian study. We conclude that tailored agent communication is a key factor in minimizing trust reduction in face of agent failure to maintain effective long-term relationships in HATs. The difference in findings between participant groups emphasizes the importance of considering the (organizational) culture when designing artificial team members.