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Cover -- Understanding Adaptability: A Prerequisite for Effective Performance within Complex Environments -- Contents -- List of Contributors -- Preface -- Section I: Individual Level -- Individual Adaptability (I-ADAPT) Theory: Conceptualizing the Antecedents, Consequences, and Measurement of Individual Differences in Adaptability -- Adaptability in Modern Work -- Previous Research on Individual Adaptability (Broadly Conceptualized) -- The I-ADAPT Theory -- I-ADAPT Theory -- Comparison of I-ADAPT Theory to Existing Conceptualizations -- The I-ADAPT Measure -- Future Directions and Unanswered Questions -- Conclusion -- Acknowledgment -- References -- Appendix. Short 55-Item I-ADAPT-M -- Adaptability in the Workplace: Selecting an Adaptive Workforce -- A Model of Individual Adaptive Performance -- Individual Differences Predictors of Adaptive Performance -- Cognitive Ability -- Practical Intelligence -- Originality -- Emotional Stability -- Openness -- Cognitive Flexibility -- Achievement Motivation -- Cooperativeness -- Sociability -- Social Intelligence -- Physical Ability -- Linkages Between Individual Adaptability Attributes and Adaptability Dimensions -- Model of Team Adaptive Performance -- Predicting Team Adaptability -- Individual Adaptability -- Team Motivation and Attitudes -- Adaptive Mental Models -- Team Experience -- Team Heterogeneity -- Team Leadership -- Team Type -- Selecting Adaptable Teams -- Selection Measures -- Conclusions -- Notes -- References -- Visualization Tools to Adapt to Complex Military Environments -- Introduction -- RAVENS: A General Cognitive Model -- Adaptiveness and Situational Awareness -- Adaptive Sense-Making: The Value of a Good Story -- Sense-Making: Building Understanding in the Decision Maker -- Visualizing Risk -- Simulation Tool -- Simulation Study Methods -- Results of Simulation Study -- Discussion -- Coevolutionary Algorithms for Peacekeeping Simulations: Visualizing Emergent Solutions -- Overview -- Creating the SASO Environment -- Coevolution of COAs -- Scheherazade: The SASO Simulation -- Environment -- Entities and COAs -- Events -- Visualization -- SASO Simulation Analysis -- Coevolution Analysis -- Conclusion -- References -- Section II: Team Level -- Team Adaptation: Realizing Team Synergy -- Team Adaptation: Realizing Team Synergy -- Teams & Team Context -- Team Adaptation -- Adaptive Team Performance -- Framing Team Adaptation & Adaptive Team Performance -- Adaptive Cycle of Dynamic Processes -- Situation Assessment -- Plan Formulation -- Plan Execution -- Team Learning -- Emergent States -- Shared Mental Models -- Team Situation Awareness -- Psychological Safety -- Individual Characteristics -- Knowledge -- Traits -- Cognitive Ability -- Attitudes -- Team Characteristics -- Job Characteristics -- Conclusion -- Acknowledgments -- References -- Cultural Adaptability* -- Barriers to Cultural Adaptability -- Cultural Values and Orientations -- Human Relations -- Power Relations -- Rules Orien.
tation -- Time Orientation -- Allocation of Status -- Cognitive Style and Thinking Orientation -- Communication -- Public and Private Space -- Miscellaneous -- Masculinity–Femininity Gender Role Orientation -- Activity Orientation -- Framework for Understanding Cultural Diversity in Teamwork -- Power Distance -- Uncertainty Avoidance -- Discussion -- References -- Building the Adaptive Capacity to Lead Multi-Cultural Teams -- Adaptive Capacity -- What Functions do Team Leaders Complete for Teams? -- Leadership Functions -- The Impact of Context: Adaptive Application of Team Leadership Functions -- Culture -- Cultural Diversity -- Identification of Leverage Points: Creating Adaptive Capacity -- Leader Interpersonal Skills -- Active Listening -- Empathy -- Negotiation/Conflict Resolution -- Communication -- Team Building -- Feedback -- Developing People -- Motivating -- Building Teams -- Decision-Making -- Envisioning -- Shape Environment -- Decision-Making Steps -- FuLL TiLT: A Way Forward -- Bottom Line Up Front -- Structure of Individual Modules -- Conclusion -- Acknowledgment -- References -- Adaptive Automation: Building Flexibility into Human-Machine Systems* -- A Brief Overview of Automation Usage -- The Framework of Automation Use -- Cognitive Processes: Cognitive Miser Hypothesis/Automation Bias -- Automation Bias Present -- Automation Bias Absent -- Social Processes: Authority Hypothesis/Trust in Automation -- Status Quo Bias -- Perceived Utility of Aid -- Self-Serving Bias -- Bias Toward Automation -- Improving LOA Decisions -- Need for Control -- Moral Obligation -- Motivational Processes: Diffusion of Responsibility -- Expectancy -- Instrumentality -- Outcome Value -- Workload -- Fatigue -- Interest in the Task -- Rewards -- Penalties -- Conclusions -- Acknowledgment -- References -- Section III: Organizational Level Adaptability -- Normative Design of Project-Based Adaptive Organizations -- Related Research -- The Settings -- Mission -- Organization -- Organizational Structure -- Resource Allocation -- Communication Network -- Command Structure -- Mission Processing and Organizational Interactions -- Internal and External Coordination of Individual DMs -- Team Load and Workload Balancing -- Processing Specifics: Models of Task Accuracy, Latency and Execution Gain -- Concept of Congruence -- Definition of Congruence -- Design of Congruent Organizations -- Congruence Hypothesis -- Empirical Testing of Congruence Concept: Experiment-8 -- Sensitivity of Congruent Organizations -- Design Alternative: Robust Organizations -- Mission Uncertainty -- Example of Robust Design Methodology -- Robust Design Complexity -- Robust Design Sensitivity -- Organizational Adaptation: Combining Benefits of Congruent and Robust Design -- Adaptation Target: Strategy Versus Structure -- Adaptation Source: Local Versus Global -- Adaptation Timing: Dynamic Versus Static -- Adaptation Method: Proactive Versus Reactive -- Notions of Adaptation Cost and Direction .
of Change -- Example of Adaptation Strategy Design -- Reconfiguration Cost -- Performance Cost -- Adaptation Policy -- Adaptation Process: Finding Optimal Min-Cost Adaptation Policy -- Adaptation Triggers and Perception of Congruent Design -- Conclusions -- References -- .