The document discusses a study on team coordination dynamics in three-person unmanned air vehicle teams. The study observed teams across two experimental sessions, with team members either returning to the same team (Intact) or a different mixed team. A team coordination order parameter was used to analyze fluctuations in coordination. Nonlinear dynamic methods revealed that mixed teams were more stable and adaptive to "roadblock" perturbations than intact teams, a finding that contrasts with traditional views of team coordination. The dynamics analysis provided new implications for training adaptive teams.

2.  Team coordination consists of both the dynamics of team
member interaction and the environmental dynamics to
which a team is subjected. Focusing on dynamics, an
approach is developed that contrasts with traditional
aggregate-static concepts of team coordination as
characterized by the shared mental model approach. A
team coordination order parameter was developed to
capture momentary fluctuations in coordination. Team
coordination was observed in three-person uninhabited air
vehicle teams across two experimental sessions. The
dynamics of the order parameter were observed under
changes of a team familiarity control parameter. Team
members returned for the second session to either the
same (Intact) or different (Mixed) team. 'Roadblock'
perturbations, or novel changes in the task environment,
were introduced in order to probe the stability of team
coordination.

3.  Nonlinear dynamic methods revealed differences
that a traditional approach did not: Intact and
Mixed team coordination dynamics looked very
different; Mixed teams were more stable than
Intact teams and explored the space of solutions
without the need for correction. Stability was
positively correlated with the number of
roadblock perturbations that were overcome
successfully. The novel and non-intuitive
contribution of a dynamical analysis was that
Mixed teams, who did not have a long history
working together, were more adaptive. Team
coordination dynamics carries new implications
for traditional problems such as training adaptive
teams.

5. Know the Big Picture.
 Good planning is all in the details, but before you can get
there, you’ll need a strong vision of your team’s overall
goal. Without a clear, concise, and concrete goal, your
team will be floundering from the first minute. As
circumstances change and unforeseen obstacles arise, a
team leader must keep the big picture in mind at all times
and make changes accordingly.
Create Well-Defined Roles.
 Teams work best when everyone has a role that plays to
their strength. The last thing you want is team members
competing with each other over resources or tasks. That’s
why it’s critical to know the strengths and weaknesses of
your team members, and assign them where they’ll be
able to work best. Some people like to joke about org
charts, but they can be a lifesaver when it comes to team
coordination.

6. Foster Great Communication.
 Good communication is at the heart of any successful project, business
or otherwise. This doesn’t just mean meetings — too many meetings can
drag down productivity and erode morale. Good communication should
run through everything you do, whether it’s via email,
text, communication software, or in-person interactions. Transparency,
clarity, empathy and respect are all critical. A good team leader must
have great communication skills to keep their team motivated and
coordinated… and the right tools don’t hurt, either.
Master Your Planning.
 The most crack team in the world won’t get good results unless you
start with a plan. There’s a strong temptation among many small
business owners to “figure things out as they go” or place heavy
emphasis on improvisation — and this is in part why so many businesses
fail so quickly. To be successful, you need to know your objectives,
know the time and resources necessary to reach them, and deal out
tasks accordingly. Of course, a plan must be flexible and adapt to
changing circumstances — but it remains the backbone of your
business’ success.

7. Don’t Overdo It.
 Believe it or not, there can be such a thing as too
much coordination. Even the most well-designed
team may have disagreements about how to manage
their resources and time… in fact, it’s pretty likely.
Don’t fall into the trap of assuming everyone has to
work like a well-oiled machine all the time. Too much
coordination can cost you productivity in terms of
pointless meetings, long presentations,
disagreements between colleagues, and poor results.
Know when to loosen the reins and let people work.
 Team coordination isn’t always easy. It can be a
challenge to keep teammates working together
smoothly, and there are bound to be obstacles and
mistakes along the way. One of the most important
skills you can cultivate is learning from these
challenges and refining your approach, so your next
team — and your next project — will be better than
ever.