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ObjectiveTo investigate how people's sequential adjustments to their position are impacted by the source of the information.BackgroundThere is an extensive body of research on how the order in which new information is received affects people's final views and decisions as well as research on how they adjust their views in light of new information.MethodSeventy college-aged students, 60% of whom were women, completed one of eight different randomly distributed booklets prepared to create the eight different between-subjects treatment conditions created by crossing the two levels of information source with the four level of order conditions. Based on the information provided, participants estimated the probability of an attack, the dependent measure.ResultsConfirming information from an expert intelligence officer significantly increased the attack probability from the initial position more than confirming information from a longtime friend. Conversely, disconfirming information from a longtime friend decreased the attack probability significantly more than the same information from an intelligence officer.ConclusionIt was confirmed that confirming and disconfirming evidence were differentially affected depending on information source, either an expert or a close friend. The difference appears to be due to the existence of two kinds of trust: cognitive-based imbued to an expert and affective-based imbued to a close friend.ApplicationPurveyors of information need to understand that it is not only the content of a message that counts but that other forces are at work such as the order in which information is received and characteristics of the information source.

It is hypothesized that highly effective teams adapt to stressful situations by using effective coordination strategies. Such teams draw on shared mental models of the situation and the task environment as well as mutual mental models of interacting team members' tasks and abilities to shift to modes of implicit coordination, and thereby reduce coordination overhead. To test this hypothesis, we developed and implemented a team-training procedure designed to train teams to adapt by shifting from explicit to implicit modes of coordination and choosing strategies that are appropriate during periods of high stress and workload conditions. Results showed that the adaptation training significantly improved performance from pre- to posttraining and when compared with a control group. Results also showed that several underlying team process measures exhibited patterns indicating that adaptive training improved various team processes, including efficient use of mental models, which in turn improved performance. The implication of these findings for team adaptive training is discussed. This research spawned the adaptive architectures for a command and control project investigating adaptive models that focus on changes in the structural and process architecture of large organizations. The research also produced a cadre of integrated performance assessment tools that have been used in training and diagnostic settings, and new components for a team training package focused on effective coordination in high-performance teams.

Proceedings for the 1998 Command and Control Research and Technology Symposium Command and Control for the Next Millenium June 29-July1, 1998 Naval Postgraduate School Monterey, California Track 1 Architectures ; Several principles of warfare have been developed through experience over time. These principles provide a framework that can be used to assess model-derived command and control architectures from a military perspective. This paper will dis-cuss and present analysis of data collected on participants' ratings of three model-based archi-tectures on the principles of warfare to determine quantitative differences among the architectures. Comparisons of these ratings with critical dimen-sions used by modelers to optimize the architec-tures will be discussed, including feedback provid-ed during after-action reviews from military personnel who operated under these organizational architectures when responding to computer-driven scenarios. The objective was to compare the advantages and disadvantages of the three model-derived architectures vis-à- vis military principles. ; Cognitive and Neural Science Technology Division of ONR

Today's military faces enormous pressure to downsize and restructure. In addition, operations-other-than-war, such as humanitarian assistance and peace-keeping, differ significantly from traditional combat missions. The unique characteristics of peace-keeping missions involve inherently more complex command arrangements. Moreover, the increased political sensitivity associated with these missions further exacerbates the stress on command and control (C2) arrangements. Thus, Joint and Coalition doctrine is more complex and reliant on the synchronized employment of combined arms. The process of organizing for Joint and Coalition operations must be driven by the disparate missions and the requisite tasks involved. Depending on the specific mission, the diverse range of future anticipated operations can require a wide variety of Service capabilities under a Joint Force Coalition. It follows that the C2 organization should be flexible in order to allow commanders to meet the many and diverse operations that are expected to continue to be undertaken. This paper reports on the use of measurement instruments developed for the initial experiment conducted under the Adaptive Architectures for Command and Control (A2C2) program. The goal of the A2C2 research effort is to provide insights based on exploring innovative thinking and empirical research on organizational design that can assist in positioning the Joint community to face the diverse challenges and dynamic changes that are projected for the future. ; Cognitive and Neural Science Research ; Technology Division of the Office of Naval Research