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Prolonged wakefulness significantly impairs distributed team performance and cohesion. After 21 hours of sleep deprivation, cooperation declined, and after 36 hours, team members struggled to engage, impacting overall effectiveness.

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Area of Science:

  • Human Factors
  • Organizational Psychology
  • Sleep Science

Background:

  • Distributed teams operate across geographical and temporal boundaries.
  • These teams often face demanding conditions including prolonged wakefulness, intense work, and night shifts.
  • Fatigue and stress are significant challenges impacting distributed team effectiveness.

Purpose of the Study:

  • To investigate the effects of extended wakefulness on the performance and cohesion of distributed teams.
  • To quantify the impact of sleep deprivation on critical team functions.
  • To understand the relationship between fatigue and distributed team dynamics.

Main Methods:

  • A laboratory study involving 22 healthy young adults over 5 days with 62 hours of continuous wakefulness.
  • Participants formed four-person distributed teams, working in isolation.
  • Teams completed the COHESION task assessing cooperation, productivity, and team dynamics, alongside fatigue and cohesion measures.

Main Results:

  • Significant declines in team member cooperation and team dynamics were observed after 21 hours of wakefulness (p < .05).
  • Productivity, team performance, and team cohesion showed significant deficits after 36 hours of wakefulness (p < .05).
  • Selfish behavior increased, and effective team engagement diminished with prolonged sleep deprivation.

Conclusions:

  • Extended sleep deprivation leads to increased selfishness and poorer team dynamics in distributed teams.
  • Severe fatigue compromises the ability of distributed team members to engage effectively, impacting performance and cohesion.
  • Findings highlight significant risks for distributed teams in safety-critical environments operating under fatigue.