# AR Presentation of Team Members' Performance and Inner Status to Their Leader: A Comparative Study
## 7 Discussion
### Limitations  
There are some limitations to this study. We compared only two levels of abstraction of the information; we used a team of virtual operators; we considered that the team leader could see the team members or at least an avatar of theirs; and we ran one-hour-only experiments. Although our study focused on comparing two extremes in terms of abstraction levels in visualizations, it is important to acknowledge the limitation of this approach. The continuum of abstraction offers numerous possibilities, but our goal was to highlight the advantages of each extreme to recommend a suitable approach later. Both graphical and textual information, as demonstrated by quantitative results and participant feedback, demonstrated their respective benefits. Consequently, we recommended a balance between presenting raw information textually and offering abstracted information through symbols, a balance that must be adapted to specific use cases. We studied the impact of different feedback provided to a team leader with a virtual team where team members were simulated in our simple operator model, see Section 4.2. Although our experimental setup allowed us to gain valuable insights, it is essential to consider the potential limitations in generalizing our findings to real-world scenarios with human teams and authentic stress measures. Would the same effects of the indicators' presentation and stress feedback be observed in a real team of humans with real stress measures, would the team leaders adopt the same strategy, and would they feel the same empathy towards the team members? Our experimental design intentionally simplified the way stress affected the operators for ease of understanding among participants. However, this simplicity may not fully capture the intricacies of how real stress influences human performance and team dynamics. In our experimental context, the lower limit of the failure probability occurred when stress levels were at the lowest. This differs with theories such as the 'Flow Theory' [49] and 'Yerkes-Dodson's law' [50], suggesting that human performance tends to peak under moderate stress levels rather than low stress. To address the limitations of our current study, a crucial next step would involve conducting experiments with human operators and utilizing physiological sensors to accurately measure stress levels. This approach would offer a more realistic understanding of how stress influences human performance in team settings. Importantly, readers should interpret our findings with the awareness that the simulated stress in our study might not fully capture the nuances of real-world stress, and the extrapolation of results to human teams requires cautious consideration of these experimental constraints. An additional limitation of our study was that team leaders had visibility of operators; however, the collaborative presence was not systematically measured. The ability of team leaders to visually perceive operators through avatars during the study may have influenced the dynamics of the interaction, creating empathy toward the operators. This empathetic connection might have been further accentuated in the presence of stress feedback, especially when presented graphically. During the study, a subset of participants explicitly reported heightened assertiveness tied to their empathetic response, particularly in situations where stress feedback was incorporated and even more so with graphical representation. This limitation is crucial to acknowledge as it introduces a variable that may have influenced the team leader's behavior beyond the specific factors we were measuring. The absence of a systematic measurement of collaborative presence makes it challenging to isolate and quantify the impact of this variable. Consequently, readers need to consider this potential influence when interpreting and generalizing the results of our study.