Optimizing competence in the service of collaboration (Record no. 174805)
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| 000 -LEADER | |
|---|---|
| fixed length control field | 02135nam a2200181Ia 4500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20241022113410.0 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 241022s9999 xx 000 0 und d |
| 040 ## - CATALOGING SOURCE | |
| Transcribing agency | LDD |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Xinag, Yang |
| 245 #0 - TITLE STATEMENT | |
| Title | Optimizing competence in the service of collaboration |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Place of publication, distribution, etc. | Amherst |
| Name of publisher, distributor, etc. | Elsevier |
| Date of publication, distribution, etc. | 2024 |
| 490 ## - Journal | |
| Journal | Cognitive Psychology |
| Volume/sequential designation | 150 |
| 500 ## - GENERAL NOTE | |
| General note | In order to efficiently divide labor with others, it is important to understand what our collaborators can do (i.e., their competence). However, competence is not static—people get better at particular jobs the more often they perform them. This plasticity of competence creates a challenge for collaboration: For example, is it better to assign tasks to whoever is most competent now, or to the person who can be trained most efficiently “on-the-job”? We conducted four experiments () that examine how people make decisions about whom to train (Experiments 1 and 3) and whom to recruit (Experiments 2 and 4) to a collaborative task, based on the simulated collaborators’ starting expertise, the training opportunities available, and the goal of the task. We found that participants’ decisions were best captured by a planning model that attempts to maximize the returns from collaboration while minimizing the costs of hiring and training individual collaborators. This planning model outperformed alternative models that based these decisions on the agents’ current competence, or on how much agents stood to improve in a single training step, without considering whether this training would enable agents to succeed at the task in the long run. Our findings suggest that people do not recruit and train collaborators based solely on their current competence, nor solely on the opportunities for their collaborators to improve. Instead, people use an intuitive theory of competence to balance the costs of hiring and training others against the benefits to the collaboration. |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name entry element | Psychology |
| 700 ## - ADDED ENTRY--PERSONAL NAME | |
| Personal name | Velez, NataliaGershman, Samuel J. |
| 856 ## - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://www.sciencedirect.com/science/article/abs/pii/S0010028524000240">https://www.sciencedirect.com/science/article/abs/pii/S0010028524000240</a> |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Koha item type | Article |
| Date last seen | Total checkouts | Price effective from | Koha item type | Lost status | Damaged status | Not for loan | Withdrawn status | Home library | Current library | Date acquired |
|---|---|---|---|---|---|---|---|---|---|---|
| 10/22/2024 | 10/22/2024 | Article | Library and Documentation Division NCERT | Library and Documentation Division NCERT | 10/22/2024 |
