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Florian G. Jentsch

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Publication statistics

Pub. period:1994-1999
Pub. count:4
Number of co-authors:7

Co-authors

Number of publications with 3 favourite co-authors:

Guillermo Navarro:2
Clint A. Bowers:2
Eduardo Salas:1

Productive colleagues

Florian G. Jentsch's 3 most productive colleagues in number of publications:

Eduardo Salas:47
Clint A. Bowers:12
Clint Bowers:9

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May 20

CTS 2013 - The 2013 Intl. Conf. on Collaboration Techn. and Systems

May 22

Knowing (by) Designing 2013

May 27

13th Intl. Conf. on New Interfaces for Musical Expression

May 19

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Florian G. Jentsch

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Publications by Florian G. Jentsch (bibliography)

1999

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McAlindon, Peter J. and Jentsch, Florian G. (1999): An Alternative Keyboard for Typists with Carpal Tunnel Syndrome. In: Bullinger, Hans-Jörg (ed.) HCI International 1999 - Proceedings of the 8th International Conference on Human-Computer Interaction August 22-26, 1999, Munich, Germany. pp. 162-166.

1995

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Jentsch, Florian G., Tait, Tamara, Navarro, Guillermo and Bowers, Clint (1995): Differential Effects of Feedback as a Function of Task Distribution in Teams. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. pp. 1273-1277.

“Variables affecting the outcome of cooperative team efforts have garnered increased research attention in recent years. Of these variables, feedback may have one of the greatest effects. Questions, however, remain about what kind of feedback to give and to whom. Previous research has indicated that team members maximize those tasks for which they are given feedback. These gains appear to occur at the expense of other tasks for which no feedback is provided and sometimes result in reduced overall team performance. The current experiment investigated the differential effects of feedback in triads with different task distributions. The results of the study indicated that feedback given to team members who had to complete two tasks simultaneously resulted in tradeoffs: Team members optimized that task for which they received feedback, sometimes at the expense of the competing task. When the team members receiving feedback had no competing tasks, these tradeoffs did not occur. In contrast, feedback in this setup appeared to potentially improve performance not only on the task for which feedback was given, but on the competing task as well. A possible explanation is that in these cases, feedback reduced the communication and coordination demands and freed team resources that could be used to improve other tasks.”

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Jentsch, Florian G., Sellin-Wolters, Sandra, Bowers, Clint A. and Salas, Eduardo (1995): Crew Coordination Behaviors as Predictors of Problem Detection and Decision Making Times. In: Proceedings of the Human Factors and Ergonomics Society 39th Annual Meeting 1995. pp. 1350-1354.

“Aeronautical decision making (ADM) is a critical skill that encompasses the ability to quickly identify, diagnose, and rectify problems during flight. ADM training has gained considerable importance because the lack of decision making skills and their inappropriate application have been cited as factors in several recent aircraft accidents. The current study investigated the relationship between crew coordination behaviors and the time required to identify a typical flight problem. Thirty-four military aircrews were observed during a flight simulation which involved a problem situation. The crews' coordination behaviors during the five minutes immediately preceding the problem were entered into a discriminant function analysis of the times required to identify and rectify the problem. The results indicated that crew coordination behaviors significantly predicted the time required to identify a problem. At the same time, these behaviors could not be used to discriminate effectively with respect to the time required for problem solving. The results are evaluated with respect to their usefulness for prescriptive ADM training approaches.”

1994

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Jentsch, Florian G., Navarro, Guillermo and Bowers, Clint A. (1994): Trade-Offs in a Team Tracking Task as a Function of Performance Feedback. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 1204-1208.

“Team members often have to make decisions about which aspects of their tasks they should emphasize. One of the factors that may determine these decisions is the type of feedback. In this study, the influence of the type of concurrent performance feedback on team performance in a pursuit tracking task was investigated. Eighteen dyads performed a reciprocally interdependent team tracking task. Subjects' goal was to optimize team performance under three different conditions: One team member never received feedback while the other received either team, individual, or no feedback. The tracking error was measured. The results from this study largely confirmed the findings from previous research which had indicated a feedback by team member interaction: When provided with individual feedback, team members seemed to emphasize the perceived individual aspects of their task at the expense of the team effort. Under team feedback, the reverse occurred. In support of these findings, the current study found a significant gap in performance between the two team members under individual feedback conditions. The team member receiving individual feedback performed significantly better than their interdependent cohort. Yet, when subjects received either team or no feedback, their performance was worse than that of their team member, even if the difference failed to reach statistical significance. The results suggest that feedback can adequately focus subjects' attention towards specific aspects of their task.”

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