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An Exploration of the Effects of Managerial Intervention on Engineering Design Team Performance

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Design Computing and Cognition '18 (DCC 2018)

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Abstract

Engineering is often done in teams, but teams are not always efficient and maximally proficient. This work explores whether a portion of the resources used for solving a problem could instead be used to manage and control the design process of the remainder of a team. Consequently, this research begins to investigate whether a manager can improve the collective performance of engineering design teams.

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Acknowledgements

This work was supported by the Air Force Office of Scientific Research (AFOSR) under grant No. FA9550-16-1-0049 and grant No. FA9550-18-1-0088. Any opinions, findings, and conclusions or recommendations expressed in this paper are those of the authors and do not necessarily reflect the views of the sponsors.

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Authors and Affiliations

  1. Carnegie Mellon University, Pittsburgh, USA

    Joshua T. Gyory, Jonathan Cagan & Kenneth Kotovsky

Authors
  1. Joshua T. Gyory
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  2. Jonathan Cagan
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  3. Kenneth Kotovsky
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Corresponding author

Correspondence to Jonathan Cagan .

Editor information

Editors and Affiliations

  1. Department of Computer Science and School of Architecture, University of North Carolina at Charlotte, Charlotte, NC, USA

    John S. Gero

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Gyory, J.T., Cagan, J., Kotovsky, K. (2019). An Exploration of the Effects of Managerial Intervention on Engineering Design Team Performance. In: Gero, J. (eds) Design Computing and Cognition '18. DCC 2018. Springer, Cham. https://doi.org/10.1007/978-3-030-05363-5_33

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  • DOI: https://doi.org/10.1007/978-3-030-05363-5_33

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  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-030-05362-8

  • Online ISBN: 978-3-030-05363-5

  • eBook Packages: EngineeringEngineering (R0)

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