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Investigating performance of command team structures in the NATO problem-approach space

Stanton, Neville A.; Rothrock, Ling; Harvey, Catherine; Sorensen, Linda

Authors

Neville A. Stanton

Ling Rothrock

Linda Sorensen



Abstract

The purpose of this study was to investigate whether the NATO Problem-Approach Space could be mapped to optimal performance of different team structures. The results show that the five team communication structures (chain, Y, circle, wheel, and all-connected) did not generally perform as predicted based on findings in the literature. The team structures all performed most optimally in the same Problem Space conditions: static rate of change, strong information position, and familiarity with the task. Moreover, contrary to predictions, the all-connected team structure did not perform particularly well at all. Instead, the Y team structure produced the highest levels of performance and was, therefore, judged to be the most successful team structure overall. The Y team structure can be seen as a simplified form of typical military command structures including staff officers and subordinate units. Therefore, the findings of the study serve as a reinforcement of the effectiveness of the classic command and control structure.

Citation

Stanton, N. A., Rothrock, L., Harvey, C., & Sorensen, L. (2015). Investigating performance of command team structures in the NATO problem-approach space. IEEE Transactions on Human-Machine Systems, 45(6), 702-713. https://doi.org/10.1109/THMS.2015.2437993

Journal Article Type Article
Acceptance Date May 11, 2015
Online Publication Date Jun 15, 2015
Publication Date Dec 15, 2015
Deposit Date Aug 30, 2018
Electronic ISSN 2168-2291
Publisher Institute of Electrical and Electronics Engineers
Peer Reviewed Peer Reviewed
Volume 45
Issue 6
Pages 702-713
DOI https://doi.org/10.1109/THMS.2015.2437993
Public URL https://nottingham-repository.worktribe.com/output/1108937
Publisher URL https://ieeexplore.ieee.org/document/7123617
Related Public URLs https://ieeexplore.ieee.org/document/7123617/