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首页> 外文会议>Annual Meeting of the Human Factors and Ergonomics Society(HFES 2007); 20071001-05; Baltimore,MA(US) >KNOWLEDGE TRAINING VERSUS PROCESS TRAINING: THE EFFECTS OF TRAINING PROTOCOL ON TEAM COORDINATION AND PERFORMANCE
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KNOWLEDGE TRAINING VERSUS PROCESS TRAINING: THE EFFECTS OF TRAINING PROTOCOL ON TEAM COORDINATION AND PERFORMANCE

机译：知识培训与过程培训：培训协议对团队协调和绩效的影响

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摘要

Three-person teams controlling a simulated unmanned aerial vehicle underwent different training regimes in order to assess the effect of process-based and knowledge-based training on team coordination and performance. Coordination and performance were assessed during training and eight to eleven weeks after training. Process training consisted of either enforcing a rigid coordination process or forcing teams to coordinate in different ways through the introduction of perturbations. Knowledge training consisted of cross-training teams on each others roles. Results indicate that process training had a significant effect on team coordination. In addition, the qualitative nature of coordination flexibility changed from training to retention for process versus knowledge trained teams, with process teams behaving flexibly at retention. Perturbation process training led to significantly higher team performance under high workload. Rigid process training lead to significantly lower performance in one of the retention missions.
机译：控制模拟无人飞行器的三人团队接受了不同的培训制度，以评估基于过程和基于知识的培训对团队协调和绩效的影响。在训练过程中以及训练后的八到十一周内评估协调和表现。过程培训包括执行严格的协调过程，或通过引入干扰来迫使团队以不同的方式进行协调。知识培训由相互交叉的团队组成。结果表明，过程培训对团队协调具有重大影响。另外，协调灵活性的质性从过程的培训到保留的过程，与知识训练的团队相比有所改变，过程团队在保留方面具有灵活的行为。在高工作量下，摄制过程培训可显着提高团队绩效。严格的流程培训会导致其中一项保留任务的性能明显下降。

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