Compensatory behavior in team decision making

A description is given of a recently completed experiment of team performance under stress, in which two organizational structures were considered: a parallel structure and a hierarchical one. Team performance was measured in terms of organizational response time and accuracy, while cognitive workload was computed for each individual decision maker (DM). One of the experimental results is that interactions among DMs compensate for differences in individual performance characteristics. The effect is more pronounced when the activities of the organization members are closely coordinated and less pronounced when the DM can operate autonomously