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Team SA model
u The situation awareness of the team as a whole, therefore, is dependent upon both u (1) a high level of SA among individual team members for the aspects of the situation necessary for their job; and
u (2) a high level of shared SA between team members, providing an accurate common operating picture of those aspects of the situation common to the needs of each member (Endsley & Jones, 2001). Endsley and Jones (1997; 2001) describe a model of team situation awareness as a means of conceptualizing how teams develop high levels of shared SA across members. Each of these four factors—requirements, devices, mechanisms and processes—act to help build team and shared SA.
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1. Team SA requirements – the degree to which the team members know which information needs to be shared, including their higher level assessments and projections (which are usually not otherwise available to fellow team members), and information on team members' task status and current capabilities. 2. Team SA devices – the devices available for sharing this information, which can include direct communication (both verbal and non-verbal), shared displays (e.g., visual or audio displays, or tactile devices), or a shared environment. As non-verbal communication, such as gestures and display of local artifacts, and a shared environment are usually not available in distributed teams, this places far more emphasis on verbal communication and communication technologies for creating shared information displays.
Team SA model
3. Team SA mechanisms – the degree to which team members possess mechanisms, such as shared mental models, which support their ability to interpret information in the same way and make accurate projections regarding each other's actions. The possession of shared mental models can greatly facilitate communication and coordination in team settings.
4. Team SA processes – the degree to which team members engage in effective processes for sharing SA information which may include a group norm of questioning assumptions, checking each other for conflicting information or perceptions, setting up coordination and prioritization of tasks, and establishing contingency planning among others.
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