Distributed decision making in automated complex systems
James Eubank Armstrong, CHRISTINE M. MITCHELL · 2002
The control of large, highly automated, complex systems often requires multiple decision-makers organized into a distributed team structure. A report is presented on research that constructed a domain, ran an experiment, analyzed data, and developed a model for understanding distributed decision-making. A simulated FMS is used. This structured description of how human operators accomplish coordination and make decisions in team situations should help guide the efforts of designers of real systems.>