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HQ (Football Park). The advantage of observing two types of HQ is that if the tools
were useful at both, it would demonstrate a high degree of cross-situational
generality.
Table 4: Attendance schedule of DSTO personnel at Exercise Rhino Charge
Date Attendance Hours Analysts Purpose
22/2/00 1800-2400 Mills,
Stothard,
Williams
Familiarisation/Preliminary
Observations: Battalion HQ
23-24/2/00 1800-0400 Mills
Huf
Refinement of data collection
techniques: Battalion & Company HQ
24-25/2/00 1800-0400 Mills
Huf
Refinement of data collection
techniques: Battalion HQ
25-26/02/00 1800-0400 Stothard
Williams
Data collection: Battalion HQ
26-27/02/00 1800-0400 Stothard
Williams
Data collection: Company HQ
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7.3.2 Familiarisation and Preliminary Observations
On the first night of the exercise, the aim was to become familiar with the
surroundings, the personnel, and the nature of the exercise. This involved mapping
the structure, identifying the individuals, and listing their key duties.
7.3.3 Determining Category Parameters
Nights 2-3 were spent determining teamwork and taskwork category parameters.
This consisted of observing the various HQ personnel for extended durations and
performing the following steps:
1. Assess whether behaviour is observable. Table 5, in Section 8.1.2, lists the
teamwork categories that were examined at the exercise. Taskwork categories
were not pre-determined. Instead, the goal was to decompose key duties into
physical and cognitive load, and temporal organisation.
2. Identify possible sampling methods (eg. continuous, focal subject, behaviour,
etc.).
3. Identify sample interval and period (eg. 2 minute intervals across 1 hour).
4. Develop draft data sheet
5. Test sampling techniques for the different behaviours.
7.3.4 Collecting Trial Data
Nights 4-5 were spent collecting trial data using the developed methodology. It
should be noted that during each observation period, only one of the observers was a
Human Factors specialist. The other observer was familiar with military exercises,
but unfamiliar with team process data recording. The advantage of using this
observer was that it allowed an assessment of whether a naive observer could readily
recognise categories that a Human Factors specialist had identified.
8. Results/Discussion
8.1 Familiarisation and Preliminary Observations
8.1.1 10/27 Regiment: Battalion and Company Headquarters
The Battalion headquarters consisted of the following roles/cells:
• Officer in Charge: Assumed overall responsibility for Headquarters.
• Two Liaison Officers (LOs): These roles pertained to the specific units, and were sometimes
deployed to area of operations (AO).
• The Operations Cell (OPS). Included following individuals:
1. Duty Officer: Assumed local responsibility for OPS. Also acted as second in charge (2IC),
reporting up to CO when necessary.
2. Duty Clerk.
3. Signals Officer.
• 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
　
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