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The Influence of Shared Mental Models on Team Process and Performance

Authors:
John E Mathieu at University of Connecticut
John E Mathieu
Gerald F Goodwin at United States Army
Gerald F Goodwin
Tonia S. Heffner
Tonia S. Heffner
Tonia S. Heffner
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Eduardo Salas at University of Central Florida
Eduardo Salas
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Abstract

The influence of teammates' shared mental models on team processes and performance was tested using 56 undergraduate dyads who "flew" a series of missions on a personal-computer-based flight-combat simulation. The authors both conceptually and empirically distinguished between teammates' task- and team-based mental models and indexed their convergence or "sharedness" using individually completed paired-comparisons matrices analyzed using a network-based algorithm. The results illustrated that both shared-team- and task-based mental models related positively to subsequent team process and performance. Furthermore, team processes fully mediated the relationship between mental model convergence and team effectiveness. Results are discussed in terms of the role of shared cognitions in team effectiveness and the applicability of different interventions designed to achieve such convergence. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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John Mathieu
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