@article{ref1,
title="Effects of sleep loss on team decision making: motivational loss or motivational gain?",
journal="Human factors",
year="2007",
author="Baranski, Joseph V. and Thompson, Megan M. and Lichacz, Frederick M. J. and McCann, Claire and Gil, V. and Pasto, L. and Pigeau, Ross A.",
volume="49",
number="4",
pages="646-660",
abstract="OBJECTIVE: To examine the effects of 30 hr of sleep loss and continuous cognitive work on performance in a distributed team decision-making environment. BACKGROUND: To date, only a few studies have examined the effect of sleep loss on distributed team performance, and only one other to our knowledge has examined the relationship between sleep loss and social-motivational aspects of teams (Hoeksema-van Orden, Gaillard, & Buunk, 1998). METHOD: Sixteen teams participated; each comprised 4 members. Three team members made threat assessments on a military surveillance task and then forwarded their judgments electronically to a team leader, who made a final assessment on behalf of the team. RESULTS: Sleep loss had an antagonistic effect on team decision-making accuracy and decision time. However, the performance loss associated with fatigue attributable to sleep loss was mediated by being part of a team, as compared with performing the same task individually - that is, we found evidence of a &quot;motivational gain&quot; effect in these sleepy teams. We compare these results with those of Hoeksema-van Orden et al. (1998), who found clear evidence of a &quot;social loafing&quot; effect in sleepy teams. CONCLUSION: The divergent results are discussed in the context of the collective effort model (Karau & Williams, 1993) and are attributable in part to a difference between independent and interdependent team tasks. APPLICATION: The issues and findings have implications for a wide range of distributed, collaborative work environments, such as military network-enabled operations.<p /><p>Language: en</p>",
language="en",
issn="0018-7208",
doi="",
url="http://dx.doi.org/"
}