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• W2394862168 abstract "Joint Action Coordination through Strategic Reduction of Variability Cordula Vesper (vesperc@ceu.hu) Department of Cognitive Science, Central European University Frankel Leo ut 30-34, Budapest 1023, Hungary Donders Institute for Brain, Cognition and Behaviour, Radboud University Nijmegen P.O. Box 9104, 6500 HE Nijmegen, The Netherlands Laura Schmitz (laschmit@uos.de) Department of Cognitive Science, University of Osnabruck Albrechtstrase 28, 49076 Osnabruck, Germany Natalie Sebanz (sebanzn@ceu.hu) Gunther Knoblich (knoblichg@ceu.hu) Department of Cognitive Science, Central European University Frankel Leo ut 30-34, Budapest 1023, Hungary Donders Institute for Brain, Cognition and Behaviour, Radboud University Nijmegen P.O. Box 9104, 6500 HE Nijmegen, The Netherlands Abstract How do people coordinate actions with others? We tested the hypothesis that pairs of participants strategically reduce the variability of their action performance to achieve synchro- nicity in the absence of visual feedback about each other’s actions. Consistent with this prediction, participants moved faster and less variably in a condition where they could not see their task partner’s movements compared to a condition in which visual information was available. The accuracy of the resulting coordination was the same in both conditions. These findings are interpreted as evidence for general strategic adaptation in the service of real-time action coordination when only minimal perceptual information is available. Keywords: Joint action; coordination strategy; cooperation; social cognition. Introduction Whenever people coordinate their actions with other people, they are engaged in a ‘joint action’ (Clark, 1996; Marsh et al., 2009; Sebanz, Bekkering, & Knoblich, 2006). De- pending on the specific task and the presence or absence of an explicit joint action goal, different mechanisms and pro- cesses will make coordination of multiple people’s actions possible. For instance, a couple might discuss through verbal or non-verbal communication who is responsible for preparing dinner and who will set the table (Clark & Wilkes-Gibbs, 1986). Or a group of friends might help push-start a car by using perceptual cues and haptic information to predict when everyone else will push (van der Wel, Knoblich, & Sebanz, 2011; Wilson & Knoblich, 2005). In yet other cases, coordination might arise without prior planning as when two strangers unintentionally walk in synchrony (van Ulzen et al., 2008). While people in these and many other everyday examples make use of visual, auditory or haptic information to guide their joint efforts, this is not always possible. Sometimes coordination is required in contexts where only little or even nothing is known about the coordination partner and how or when the partner will perform a particular action. In these cases, all that might be represented is one’s own action part (‘ME’), the fact that someone will take care of another action part (‘X’) required to achieve the joint goal and the joint action goal (‘ME+X’) achieved by combining the individual action parts (Vesper et al., 2010). Thus, a precise representation about the partner’s task might not be avail- able. We claim that in these cases, coordination is supported by very general mechanisms and processes that are not required to the same extent if more information about a task partner is available. The present study addressed the mechanisms and processes allowing people to achieve coordination in this kind of minimal joint action situation. More specifically, we investigated whether people who intend to coordinate their actions under real-time constraints and with no access to visual information about a task partner’s actions adapt their own actions in a way that will make interpersonal coordination most likely. Such a co- ordination strategy (Vesper et al., 2010) reliably simplifies coordination in a general way, i.e. it is a modulation of one’s own behavior that does not directly depend on how a task partner’s particular action will unfold. One example of strategic adaptation is to behave in a way that will make one’s own actions predictable. When timing is not critical, this could involve relying on shared or conventional knowledge (Clark, 1996). For example, someone might decide to wait at the Brandenburg Gate to meet a friend in Berlin when they forgot to agree on a precise meeting point in advance (Schelling, 1960). Similarly, if each member of a group has to guess a number such that the sum of all numbers matches a randomly selected target number, providing consistent and therefore predictable guesses can be beneficial to achieve the desired group outcome (Roberts & Goldstone, 2011). In situations in which actions need to be coordinated in real-time, making actions predictable can involve mini-" @default.
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• W2394862168 title "Joint Action Coordination through Strategic Reduction of Variability" @default.
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