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• High-risk search cell: The role of this cell was to give expert advice on search operations. They were
sometimes deployed to the area of operations. Consisted of 1-2 individuals.
• Intelligence Cell (INT): Collated intelligence and conducted analysis of ongoing information.
Consisted of the following individuals:
1. Intelligence officer.
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2. 2IC.
3. Duty Man: Responsible for admin/paper work.
4. Floating member: Used to assist in rotation.
The Company HQ was a mobile unit stationed on site at the AO. It was a similar
structure to Battalion HQ, but consisted of only an OPS cell.
8.1.2 Team Category Parameters
8.1.2.1 Observable Team Behaviour
Table 5 lists the teamwork categories that were examined at the exercise, and
identifies the behaviours that were observed. As can be seen, at least three
behaviours from each category were detected. This suggests that the formal
collection of observational data on team processes is viable. Mission analyses/decision
making was the category with the lowest ratio of observed behaviours (3 out of a
possible 10). Rather than suggesting that the category is not useful, this result is
probably an artefact of when observations were conducted. Because the exercise was
conducted over 24 hours, planning occurred during the day. It was not possible for
the analysts to attend day and night sessions, meaning that no observations were
conducted during the planning process. It is important, then, for future effort to
focus on trialing the method during the MAP process.
One problem that emerged from the observations was a degree of redundancy with
several of the actions. In particular, it was difficult to distinguish between the
following behaviours that constituted Assertiveness and Communication:
1. Ask for clarification/Ask for clarification of information
2. Volunteer suggestion/Volunteer information
While an experienced observer can recognise the qualitative difference between these
behaviours, confusion could arise with less experienced observers, particularly
during high tempo observations. The suggestion is that the categories are removed
from Assertiveness, and are recorded solely as Communication. While this does
decrease the fidelity of the data, it will increase its consistency.
A further behaviour category suggested for removal is “Use standard terminology”.
While this is an important aspect of team processes and the development of shared
views, recording it means ticking almost every utterance that emerges from subjects.
A far more manageable approach is for recording by exception. The observer should
record the behaviour when the subject uses non-standard terminology.
8.1.2.2 Team Behaviour Sampling Methods
Teamwork behaviours were more likely to consist of brief events, so the behaviourchange
method of continuous sampling was the most appropriate technique. Scan
sampling risked missing infrequent team behaviours, while one-zero sampling was
considered too crude a measure for the process.
Observations were focussed at the level of “Group” (eg. Operations Cell), and all
occurrences of the team behaviours were recorded. This was largely a pragmatic
issue in the sense that it was not physically possible to observe more than one cell at
a time. Because the tempo was relatively slow, observations were divided into 2 hour
sample periods, with data recorded within 5 minute intervals.
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Figure 7 shows the draft data sheet that was trialed during the exercise. The design is
aimed at allowing observation of multiple subjects and a number of behaviours
classified within the appropriate factors. It should be noted that this data sheet is
aimed at more experienced observers, as it relies on the use of multiple codes.
However, it does allow quite detailed data collection on team processes. If naive
observers have difficulty in entering coded behaviour in such detail, they are able to
tick the box when the higher order factor is observed.
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Table 5: Teamwork categories and observable behaviours. Redundant or meaningless
behaviours have been crossed out.
Factor Behaviour Observed Factor Behaviour Observed
Ask for clarification ✔ Specify task to be
assigned
✔
Maintain position when
challenged
Ask for input in
plans/decision
✔
Volunteer suggestion ✔ Focus team
attention on current
task
Offer opinion on decision ✔ Provide feedback to
team
✔
Assertiveness
Correct mistakes ✔ Explain to others
what’s required
✔
Define tasks in terms of
　
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