Human-machine teaming and the imminent AI revolution
The recent advances in artificial intelligence, with novel chatbots like ChatGPT, brings radical…
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Lecturer - Department of Communication and Culture
Hansen, Morten Juel; Vaagen, Hajnalka & Van Oorschot, Kim (2020)
Project Management Journal, 51(6), s. 633- 655. Doi: 10.1177/8756972820928695 - Full text in research archive
In concurrent engineering projects driven by short delivery times, team performance rests on the team’s capability to quickly and effectively handle different, emergent issues. We conducted an exploratory study of a large, dynamically complex project in which team members had a record of “good problem-solving abilities.” The study revealed how the team members demonstrated a collective ability to swiftly handle emergent issues, which again decreased the intensity of time and performance pressure. Beyond formal processes combined with lean practices, supporting this ability were situation awareness, task-based subgroups, direct lines of communication, and trust.
Hansen, Morten Juel & Vaagen, Hajnalka (2016)
Procedia Computer Science, 100, s. 840- 847. Doi: 10.1016/j.procs.2016.09.233 - Full text in research archive
Project performance is contingent upon the continuous ability of key decision-makers to collaborate effectively when solving emerging complex problems. In settings of large and complex projects, the ability to make sound decisions collectively across multiple tasks and phases increases in importance. Experimental studies have pointed to the existence of collective intelligence, i.e. the ability of groups to perform well across a variety of tasks. Nevertheless, we are not close to a process theory that clarifies why and how some groups are more ‘intelligent’ than are others, i.e. why and how they are better at solving a variety of complex problems. In order to answer these questions, we conduct an exploratory study of the drivers and manifestations of collective intelligence among a group of key decision makers in a large and dynamically complex project. The study reveals how these decision makers in general demonstrate a collective ability to solve a wide range of emerging problems in this project. This problem solving ability is characterized by very short and direct (face to face) lines of communication, the combination of divergent and convergent modes of thought, and small subgroups that are formed spontaneously dependent on the problem at hand and the expertise required to solve it. Keywords: project management, dynamic complexity, collective intelligence, judgement, decision-making, problem solving
Andersen, Njål & Hansen, Morten Juel (2022)
Dagens næringsliv [Kronikk]
|2006||Handelshøjskolen i København||Master of Science|
|1999||Copenhagen Business School||B.S.|
|1995||University of Copenhagen||Other|
|2013 - Present||BI Norwegian Business School||PhD Candidate|
|2010 - 2013||Copenhagen School of Design and Technology||Lecturer|
|2008 - 2013||Roskilde University||Assistant Lecturer / Researcher|