Autonomous vs. Interdependent Structures: Impact on Unpredicted Tasks in a Simulated Joint Task Force Mission
Abstract
This simulation experiment is the latest in a series conducted by the Adaptive Architecture for
Command and Control (A2C2) research team. The focus was to evaluate the relative
performance to two organizational structures on tasks that varied in terms of complexity and
predictability. One structure represented a more traditional, functional form with interdependent
nodes. The second structure was derived from computer-modeling to reduce the need for
coordination by creating fairly autonomous divisional units. Results from a previous A2C2
experiment suggested that the more autonomous, divisional structure, while outperforming the
functional structure in planned mission tasks, could be less effective with complex unpredictable
tasks. Organization theory argues that coordination capability is an important factor in an
organization’s ability to respond to an uncertain and complex environment. The question
examined in this research was whether the different degrees of coordination capability developed
by these two structures would influence the performance and process outcomes for both
predictable and unpredictable tasks. The results show only limited differences in the results for
the two structures, though these are in the direction predicted above. However, a more consistent
finding suggests that training and improved teamwork processes override structural differences
in influencing performance outcomes. Implications to future research and training implications
are discussed.
Description
2000 Command and Control Research and Technology Symposium (CCRTS), June 11-13, 2000, Naval Postgraduate School, Monterey, CA
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