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Conceptual development and empirical evaluation of measures of shared mental models as indicators of team effectiveness
... Druskat and Pescosolido [15] maintained that the content of shared mental models is of central importance due to its impact on team performance. However, little is known about the specific content of effective TMM [87]. ...
... Since mental models tend to remain rather stable until contradicted by incoming external data [51], it is likely that environmental factors play an ongoing role in the development and endurance of TMM. For example, Kraiger and Wenzel [87] argued that organizational culture has a strong impact on the development of TMM. Peripheral forces, like external competition, were found to influence the emergence of shared knowledge structures (e.g., [110]). ...
... Sharing this type of knowledge is unnecessary for team processes. This is particularly true in tasks that require lower levels of interdependencies where sharing is not as important [87], and holding unique knowledge fragments can ultimately enhance teamwork effectiveness. ...
In recent years an innovative sociocognitive perspective for exploring teamwork effectiveness has been advocated by numerous researchers. This perspective examines ways by which team members develop mutual understanding. The general idea is that team effectiveness will improve if team members hold adequately shared cognitive representations, often termed as team mental models. Although this theory has significant potential for explaining teamwork effectiveness, there are several conceptual inconsistencies that impede its developmental potency. The purpose of the current article is to review and integrate the accumulated knowledge, thus facilitating future theoretical and empirical work. The paper reviews interdisciplinary groundwork relating to team mental models, analyzes recent empirical findings, and develops a conceptual framework from which conclusions for future research are drawn.
... Mental models realize a highly structured interpretation of group cognition and have received a particular attention in the last years (Cannon-Bowers, Salas and Converse, 1993;Klimoski and Mohammed 1994;Kraiger and Wenzel 1997;Carley 1997;Fussell et al. 1999;Mathieu, Goodwin et al. 2000;Cooke et al. 2000;Levesque, Wilson et al. 2001;Cannon-Bowers and Salas 2001;Espinosa 2002). Mental models are individual structures of organized knowledge regarding the environment with which interacts (Johnson-Laird, 1983;Rouse and Morris, 1986). ...
... Each team member develops mental models about tasks and the rest of the members, however, as long as members interact, they develop shared mental models based on the similar knowledge that they own. The general thesis underlying mental models is that the effectiveness of the team increases when members have a shared and suitable comprehension of the tasks, of the team, of the environment, of the strategies, of the objectives, among others (Cannon-Bowers, Salas et al. 1993;Klimoski and Mohammed 1994;Kraiger and Wenzel 1997;Mathieu, Goodwin et al. 2000). Teams that do not share their knowledge about the tasks and the team itself have a propensity to be not coordinated and thus, this situation will have critical and negative consequences on their results (Helmreich, 1997;Weick, 1990Weick, , 1993Weick and Robert, 1993). ...
... Assessing shared mental models. The term mental models refers to schemas, or underlying structures, of each team member's knowledge about the task, the team, the situation, and the long-term goals (Kraiger & Wenzel, 1997;Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000). Mental models explain relationships among constructs and stimuli and thus allow individuals to interpret their environment, make predictions, and act effectively (Kraiger & Wenzel, 1997;Mathieu et al., 2000). ...
... The term mental models refers to schemas, or underlying structures, of each team member's knowledge about the task, the team, the situation, and the long-term goals (Kraiger & Wenzel, 1997;Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000). Mental models explain relationships among constructs and stimuli and thus allow individuals to interpret their environment, make predictions, and act effectively (Kraiger & Wenzel, 1997;Mathieu et al., 2000). When team members have common mental models, they have a common understanding of the environment and may be better able to accurately engage in coordinated interactions within a dynamic situation (Banks & Millward, 2007;Mathieu et al., 2000). ...
Collaborative school reforms and teacher evaluation reforms both show promise for improving teaching and learning in American schools. However, these reform movements have largely been implemented separately from one another, and, because they are predicated on very different assumptions about how schools and teachers contribute to student learning, they have the potential to undermine one another. Therefore, the purpose of this paper is to begin conceptualizing one avenue for reconciling these policies—developing measures to evaluate collaborative teaching. Drawing on literature in education and other fields (e.g., military), we find that, although educational research has not, to date, investigated how to measure team teaching within schools, there are rigorous assessments of teamwork that have been developed outside of education. Specifically, measures of team planning and team knowledge may prove particularly useful and could gradually be integrated within systems of teacher evaluation in schools.
... The rationale to study TSMM is that it is affecting team effectiveness, team commitment and team performance (Carley, 1997;Heffner, 1998;Kraiger & Wenzel, 1997;Mathieu, Heffner, Goodwin, Salas & Cannon-Bowers, 2000;Kang, Yang & Rowley, 2006;Marberry, 2007;Hsu, Jiang, Parolia & Klein, 2007;Yang, Kang & Mason, 2008;Hamilton, 2009;Barnes, 2009). Moreover, TSMM is also influencing decision making effectiveness (Randall, 2008), team visibility, team satisfaction, team learning as well as team creativity (Nandkeolyar, 2008). ...
... Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognized the importance and benefits of project teams. Numerous studies indicated that TSMM which is one of the outcomes as a result of working in a team had improved project team learning, effectiveness as well as performance (Druskat and Pescosolido, 2002;Carley, 1997;Heffner, 1998;Kraiger & Wenzel, 1997;Mathieu et al., 2000;Kang et al., 2006;Marberry, 2007;Hsu et al., 2007;Yang et al., 2008;Hamilton, 2009;Barnes, 2009 ...
More and more project teams are formed to achieve organizational objectives as organizations generally recognize the importance and benefits of project teams. One of the outcomes working in a project team is the proliferation of Team Shared Mental Models (TSMM). It is critical to examine the antecedents of TSMM which is the aim of this study as TSMM by itself can contribute to project team learning and others. However, it is unclear from literature whether both leadership roles and team building & participation can influence TSMM concurrently especially in a project setting study whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in nature. This study has developed a research model underpinned on Cohen and Bailey's (1997) Team Effectiveness Framework to empirically analyze how leadership roles and team building & participation can predict TSMM. Based on 201 random sample responses from project managers in Malaysia, findings suggest that leadership roles can influence TSMM indirectly via team building & participation. Knowledge contribution of this study is that project managers should invest extra efforts in team building & participation as it is the main contributor to TSMM.
... De esta manera, para estudiar el constructo del modelo mental compartido es necesario identificar los factores que influyen en dicho modelo, así como, los resultados o consecuencias del modelo mental. Como variables antecedentes o causantes del modelo mental del equipo se han propuesto los siguientes elementos: el contexto o entorno que incluye los aspectos culturales, la organización, el mismo equipo y el individuo integrante del grupo (Kraiger, & Wenzel, 1997; Mohammed y Dumville, 2001;Mohammed, et al., 2010). En cambio, los efectos o consecuencias del modelo mental son considerados como generadores de un poder explicatorio del desempeño del equipo, mediante un impacto directo en los procesos del equipo o un impacto indirecto en dicho desempeño. ...
... Las creencias y los enunciados en la cultura. Los aspectos culturales forman parte de los antecedentes del modelo mental (Kraiger, & Wenzel, 1997) y son un elemento importante de dicho modelo. Una manera de identificarlos consiste en conocer las creencias del grupo, las cuales son esenciales para las personas que conviven en él. ...
En este trabajo mediante teoría de grupos, de modelo mental compartido, de creencias y significado psicológico se identificó el modelo mental compartido de integrantes de equipos en organizaciones mexicanas. Para lograr dicha investigación se utilizó el método de Análisis Asociativo Grupal (AAG) que es un método de asociación de palabras, no estructurado que busca reconstruir significados profundos que no se encuentran conscientes en la mente de las personas. Se presentan los resultados obtenidos en distintos procesos de estimación, lográndose contestar la pregunta y alcanzar los objetivos de la investigación. Posteriormente se discuten los resultados, las aportaciones, implicaciones prácticas, limitaciones del estudio, así como, la investigación futura a desarrollar.
... Por otra parte, con respecto al modelo gráfico teórico es importante establecer o enfatizar el significado de sus componentes, lo cual está relacionado con lo que se conoce en econometría como la especificación del modelo ( Kennedy, 1998). En ese sentido, lo que interesa es que los modelos sean simples, plausibles e informativos. ...
... Existe algún consenso de que los modelos son metáforas o ventanas mediante las cuales es posible visualizar el plano de la observación, y más que llegar a la verdad, la aceptación del modelo depende de que el planteamiento del modelo corresponda a los hechos. En ese sentido, es necesario que el modelo se encuentre correctamente especificado, que incluya las variables que lo integran, que se planteen las relaciones entre las variables, que los anteriores elementos tengan un respaldo en la teoría, de manera, que en la verificación empírica, las estimaciones e inferencias que se hagan permitan desarrollar una evaluación de aceptación o de rechazo ( Kennedy, 1998). Lo anterior establece la importancia de la teoría en la especificación del modelo, aunque, a veces las teorías disponibles son abstractas y otras veces controversiales. ...
La teoría es un aspecto fundamental en el desarrollo del conocimiento científico, es decir, la ciencia requiere del desarrollo de teoría. Para tal efecto, en el proceso de la investigación científica, la teoría se convierte en el marco teórico de dicho proceso, que sirve de base para establecer las relaciones causa-efecto, por medio de modelos, en los que se plantean enunciados conceptuales o hipótesis a verificar. La teoría plasmada en el marco teórico, también, está relacionada en el proceso de investigación con la medición reflejada en la operacionalización y en los indicadores de las variables, aspectos orientados a la verificación empírica de las hipótesis. De esta manera, el desarrollo del conocimiento científico requiere del binomio básico: el desarrollo
de teoría y de su verificación en la realidad.
Este capítulo tiene como meta desarrollar los aspectos anteriores por medio de los siguientes temas que se desarrollan a lo largo del mismo: inicialmente, se incluye la clarificación del papel de la teoría en la investigación científica. Luego, se identifican los elementos clave del marco teórico, al igual que el contenido de dicho marco.
Posteriormente, se desarrolla la elaboración del modelo y las hipótesis causa-efecto, derivados ambos aspectos del marco teórico. Por último, se establece el papel de la teoría en el proceso de medición.
... The term "mental models" refers to schemas, or underlying structures of each team member's knowledge about the task, the team, the situation, and the long-term goals (Kraiger & Wenzel, 1997;Matheiu et al., 2000). Mental models explain relationships among constructs and stimuli, and thus allow individuals to interpret their environment, make predictions, and act effectively (Kraiger & Wenzel, 1997;Matheiu et al., 2000). ...
... The term "mental models" refers to schemas, or underlying structures of each team member's knowledge about the task, the team, the situation, and the long-term goals (Kraiger & Wenzel, 1997;Matheiu et al., 2000). Mental models explain relationships among constructs and stimuli, and thus allow individuals to interpret their environment, make predictions, and act effectively (Kraiger & Wenzel, 1997;Matheiu et al., 2000). When team members share common mental models, they have a common understanding of the environment, and thus may be better able to accurately engage in coordinated interactions within a dynamic situation (Banks & Millward, 2007;Mathieu et al., 2000). ...
... If all teammates are provided this information, they may look upon their fellow teammates more favorably and develop positive feelings toward one another. Given that emotions influence information processing (Isen, Shalker, Clark, & Karp, 1978), teammates may then assimilate knowledge and approach goals in similar ways (Kraiger & Wenzel, 1997). Interestingly, studies with small military units have indicated that teammates are most inclined to use one another as standards for comparisons under stress (Greenbaum, 1979). ...
... If this information was presented to only one member of the team, it would likely be ineffective. When it is presented to all teammates, however, it may change the dynamic of the team (Kraiger & Wenzel, 1997). Under stress, individuals may use this information to guide their own behavior (Greenbaum, 1979). ...
... For instance, Ilgen et al. suggest that team outcomes are determined by inputs (e.g., team structure, member skills, and task characteristics) and mediating processes (e.g., emergent cognitive states like shared mental models) [17]. Similarly, Kraiger and Wenzel propose a theoretical framework for shared mental models that includes antecedent variables, components of shared mental models, and outcome variables [32]. In this framework, personal, team, and situational factors affect the formation of shared mental models, which, in turn, influence team effectiveness and performance. ...
Experience is crucial for enhancing task performance. However, rescue experience, as a key contributor to individual and team capabilities within fire brigades, has not received sufficient attention in fire safety management research. Based on the concept of shared team task-specific (STTS) experience, this study explored how it affects the rescue effectiveness of fire brigades. To test the proposed model, data were collected from a sample of 452 firefighters in China. The results indicated that STTS experience, including both task-specific experience and shared team experience, significantly improves the rescue effectiveness of fire brigades. Moreover, shared mental models, including both teammate mental models and task mental models, mediate the relationship between STTS experience and rescue effectiveness, while team tenure strengthens the effect of STTS experience on shared mental models and subsequent team performance. These findings enhance the understanding of fire brigade performance and contribute to improving emergency rescue effectiveness. Theoretical and practical implications, limitations, and future research directions are provided and discussed.
... Mental models as a complex latent construct are difficult to directly measure (Kraiger & Wenzel, 1997). This is why Hsu et al. (2011) and Wu et al. (2023) measured indirect indicators of longer-term team shared mental models such as awareness and agreement. ...
Understanding the current state of a complex project is challenging but essential for project teams to make effective management decisions. This research explores whether the indirect elicitation and comparison of mental models measured through individual level perceptions can encourage project team double loop learning about a complex project to inform management decisions. The best-worst scaling object case method was applied at the individual level to measure system-wide perceptions of two case study projects, demonstrating its efficacy in capturing team and stakeholder perceptions, and measuring how these change over time. Analysis of the case studies showed that highlighting the differences in mental models uncovered using the best-worst scaling object case method at the individual level can facilitate double loop learning and prompt management decisions about complex projects.
... They were asked to make judgments about the relatedness of each pair of concepts by using a Likert-type scale that ranged from 1 (not related) to 9 (very related). Following the procedure referred to by Kraiger and Wenzel (1997), these data were fed into the Pathfinder (Schvaneveldt, 1990) computer program, which produced a similarity index (the "C" index) reflecting the overlap among each pair of member similarity matrices on a scale from 0 (no overlap) to 1 (complete overlap). These three C values (one for each pair of teammates) were then averaged to form the similarity score. ...
The authors examined the role of cross-training in developing shared team-interaction mental models, coordination, and performance in a 2-experiment study using computer simulation methodology (for Experiment 1, N = 45 teams; for Experiment 2, N = 49 teams). Similar findings emerged across the 2 experiments. First, cross-training enhanced the development of shared team-interaction models. Second, coordination mediated the relationship between shared mental models and team performance. However, there was some inconsistency in the findings concerning the depth of cross-training necessary for improving shared mental models. Results are discussed in terms of the impact of different levels of cross-training on team effectiveness.
... For instance, research has leveraged the knowledge about human communication to develop tools that monitor communication patterns among team members (e.g., balance of the amount of communication [64], communication styles and matching [39], turn-taking [33]); and leveraged machine translation [36] and other language technologies to improve the clarity [26], and reduce the pace [25] of communication for multilingual teams. These approaches each addressed a different aspect of team communication to facilitate a shared understanding of the team's objectives and the pathways to achieve those objectives, a concept referred to as team cognition [31] or team shared mental model [59]. Several aspects and strategies of communication have been identified to facilitate affective team processes as well. ...
Recently, AI is integrating into teams to collaborate with humans as a teammate with the goal of achieving unprecedented team outcomes. Much of the coordination between humans and AI teammates relies on human-AI communication, which is challenging due to AI's limitations on natural language communication. Thus, it is essential to identify and develop effective communication strategies for AI teammates in human-AI teams to facilitate the coordination process. Through interviews with 60 participants who collaborated with an AI teammate in a multiplayer online game, in this paper, we explore communication strategies that humans expect AI teammates to apply to support human-AI coordination and collaboration in dyadic teaming environments, and how the AI teammate's communication can impact teaming processes. Our findings highlight four communication strategies AI teammates should apply to support their coordination with humans in dyadic teaming environments. We also find that AI teammates' proactive communication with humans could facilitate the development of human trust and situation awareness, whereas AI lacking such proactive communication is often not perceived as a teammate. Our study extends the current CSCW/HCI research on human-AI communication in teaming environments by shedding light on how communication should be structured in dyadic human-AI teams for effective and smooth collaboration.
... Further, Baker et al. (2006) postulate that teams depend on each team member's ability to be able to anticipate the needs of each other, and respect each other's decisions and actions based on mutual understanding and consultations with a shared understanding of how a process should be followed for any task or job. According to Klimoski and Mohammed (1994), Hinds and Weisband (2003) and Johnson et al. (2007), a team can be more efficient and effective if the members of the team know that they have a shared understanding of the tasks to be carried out at workplace Banks and Millward, (2007), Bonito (2004), Converse et al. (1993), Klimoski and Mohammed (1994), Kraiger and Wenzel (1997), Mathieu et al. (2000), Miles et al. (2008), Mohammed et al. (2010), Salas et al. (2013), Wildman et al. (2012) Collective efficacy The emphasis on the way tasks are carried out in organisations has moved progressively from individual workers to teamwork (Devine et al., 1999;Guzzo and Shea, 1992;Sundstrom et al., 1990;Tesluk and Mathieu, 1999). Research scholars have hypothesised team efficacy for a specific job (Gist, 1987;Lindsley et al., 1995;Mischel and Northcraft, 1997) and made a wide-ranging assumption that workgroup capability (Guzzo et al., 1993;Shea and Guzzo, 1987) is an essential cognitive factor for the performance of a team. ...
This paper systematically reviewed research work on drivers of teamwork, which willreinforce construction work teams to enhance workers’ safety performance. This study adds to theexisting but limited understanding of teamwork drivers on construction workers’ safety performance.This paper presents scholars and industry-based professionals with critical initiatives that have to beimplemented in organisations to get positive results in safety while working in teams with an emphasis onsystems drivers of teamwork on safety performance at the organisational level, which will help inproviding information on the functioning of the teams and contribute towards improved safetyperformance of team workers
(PDF) Review of drivers of teamwork for construction health and safety. Available from: https://www.researchgate.net/publication/371988250_Review_of_drivers_of_teamwork_for_construction_health_and_safety [accessed Jul 03 2023].
... Although many researchers have studied the negative effects of inconsistent mental models and advocated for shared cognition in teams (Kraiger and Wenzel, 1997;Smith-Jentsch et al., 2005), some studies have highlighted both the inevitability of inconsistent mental models and their positive aspects. For instance, complex team tasks cannot be accomplished unless team members have different specialized skills and information perceptions (Banks and Millward, 2009). ...
Deviant cognition, referring to team members' different understanding of goals or rules, results in inconsistent mental models among the team. Although previous studies have examined the negative effects of inconsistent mental models on deviant behavior and performance in the workplace, they have failed to consider their positive effects and moderating mechanisms, thus limiting our understanding of how to manage inconsistent mental models and deviant cognition. To address this research gap, this study builds on the interpretation and information processing theory, which regards mental models as the result of information processing, especially involving interactions where interpretation of the information is required. The study initially recruited 174 team managers as participants to identify instances of managerial interpretation. The team managers' interpretation modes were then categorized into four types (absorb, shift, limit, and explore), and a questionnaire was developed to measure them. The moderating effects of the modes on execution and innovation performance were also examined. Matched data were then collected from interviews with 104 team managers and 312 of their team members. The regression results showed that absorb, shift, and limit interpretation modes, as well as the practice sets involving managers and members, attenuated the negative relationship between inconsistent mental models and execution performance. The explore interpretation mode and the practice sets enhanced the positive relationship between inconsistent mental models and team innovation. The findings of this study help to understand the cognitive level of deviance in teams and the moderating effects of managerial interpretation on the relationship between deviant cognition, or inconsistent mental models, and performance, suggesting the need to study and utilize the positive roles of inconsistent mental models or deviance through managerial interpretation. The results also call for firms to train managers' interpretation skills and design close working links with team members.
... First, messages addressing enjoining shared support (e.g., "together we can save the energy"), usually in corporate social responsibility (CSR) communication that invites audiences to participate in the initiative (Howie et al., 2018;Kim et al., 2015), will likely trigger psychological empowerment (or response efficacy)the feeling that one can make a difference (Geller, 1995;Hartmann et al., 2018). By coconstructing CSR endeavors by getting the public engaged in the CSR initiatives and programs, those messages are likely to elicit collective efficacy, which refers to a collective sense of groups' ability to produce desired effects through collective actions (Bandura, 2000), also known as shared efficacy (Kraiger and Wenzel, 1997). Moreover, some studies have built a conceptual bridge between individual and collective efficacy by identifying "participatory efficacy" or "individual social efficacy" the belief that people can make a difference through their contribution to joint or group endeavors (Van Zomeren et al., 2013;Fernández-Ballesteros et al., 2002). ...
Showing the impact of pro-environmental behavior is crucial to its adoption. In this paper, we introduce behavioral impact messages, which attempt to persuade people by displaying behavioral consequences. Applications of the concept of impact messages have been extensively covered in the literature, such as in goal framing and the provision of efficacy information. However, there has been no integrative analysis of this basic message pattern. In this regard, an integrated conceptual framework is proposed to uncover the behavioral impact message persuasion process. First, three elements of behavioral impact messages and their variations are identified: the behavioral agent, the intended behavior and its impact. Specifically, we address the contrasts of individual-collective referencing or consumer-company referencing in the ‘agent’ domain, varied options of the ‘behavior,’ and different targets, scopes, and levels of tangibility concerning the ‘impact.’ Second, the combined message strategies are recognized, including gain-and-loss framing, normative strategy, and emotion strategy. Third, a theoretical model is further proposed to reveal how behavioral impact messages and their variations influence pro-environmental consumer behavior adoption through five themes of mechanisms (i.e., knowledge and awareness, personal relevance, efficacy beliefs, attitudes, and emotions). In particular, showing ‘impact’ is important due to its capacity to assist mental simulation of likely future outcomes of the present behavior, prime various motives that direct behavior, and potentially cultivate beliefs about behavioral effectiveness. In addition, the emerging investigation of ‘individual consumers’ in behavioral impact communication may reap the advantages of self-referencing, although susceptible to backfire effects through reactance and moral licensing. Finally, it is recommended that future works of behavioral impact message research should be investigated to address the updated communication context, consider receiver characteristics, and explore long-term exposure effects. Hence, practitioners may optimize messaging interventions by valuing consumers' impacts, expanding behavior options, including multiple impact indicators, fitting online or offline settings, increasing impact visuality and interactivity, and also explore extra effects of behavioral impact exposure on well-being.
... As a result, team members support each other in performing shared tasks by providing verbal feedback, coaching, or even completing a task on behalf of other members. Their task-related interactions would also mean that there is a better chance of building a shared perception concerning the practices, procedures, and timelines needed for task accomplishment (Kraiger & Wenzel, 1997). Significant task progress is often unlikely early in the project. ...
We disaggregate the overall conceptualization of temporal leadership into its two foundation facets: temporal planning and temporal reminders. We integrate these with a two-phase model of team processes during a time-limited project. Specifically, we suggest that leader temporal planning facilitates team transition processes early in a project, leader temporal reminders facilitate team action processes in the middle of the project, and both team processes mediate the effects of leader behavior on team task performance at the end of the project. Data were collected from the members of 51 teams at three points during an application development project and from team leaders at the conclusion of the project. As hypothesized, team transition processes mediated the relationship between leader temporal planning at project initiation and final team task performance. Leader temporal reminders predicted team action processes during project execution. However, team action processes failed to mediate the relationship between leader temporal reminders at the project midpoint and final task performance. We conclude with practical implications for project managers and suggestions for future research.
... Researchers have proposed that team performance depends on concepts such as shared mental models (e.g., Kraiger & Wenzel, 1997), task type (e.g., Zsambok, 1997), and homogeneity of team member characteristics (Toquam, Macaulay, Westra, Fujita, & Murphy, 1997). 4 Teams and work groups are made up of individuals. ...
Teams were classified as having heterogeneous or homogeneous cognitive styles using members’ scores on the Kirton Adaption--Innovation Inventory (KAI; Kirton,1991). Analysis of performance data from 26 four-member teams found that homogeneous teams (n = 13) significantly outperformed heterogeneous teams (n = 13) in an air traffic control low-fidelity simulation. CTEAM is a low fidelity simulation of an air traffic control task, successful performance requires complex coordination and communication skills. Additional information is needed to understand how cognitive style influences team interactions and the development of strategies and communication patterns that promote the flow of traffic between sectors.
... Collective orientation has been defined as "the propensity to work in a collective manner in team settings" (Driskell et al., 2010), "a group member's belief that the group's goals take precedence over those of its individual members and that the collective approach to performing a group task is superior to an individual one" (Cannon-Bowers et al., 1995;Driskell & Salas, 1992), and a "shared capacity to take others' behavior into account during team interactions or a belief in the team approach" (Kraiger & Wenzel, 1997). Team orientation definitions are similar, and in some cases practically identical (see Table 1). ...
As teams are a foundational component of modern organizations, selection and training of employees to facilitate teamwork is of key importance. In this paper, we review and meta‐analyze research on the construct of team orientation. We differentiate between organizational‐, team‐, and individual‐level team orientation and discuss multilevel theory implications. A total of 39 articles comprising 210 effects were meta‐analyzed. Results indicate that team orientation is important, particularly for effective teamwork and team‐based outcomes. Specifically, at the overall level, we found significant and positive relationships with communication, coordination, cooperation, trust, shared mental models, backup behaviors, cohesion, innovation, satisfaction, leadership, and team performance. Team orientation was found to be negatively correlated with conflict. Interestingly, we found a negative relationship between team orientation and individual‐level performance. We discuss the implications of these findings and make suggestions for future work to build upon these findings.
... Historically, there has been a change in how teams execute teamwork, which is driven by advances in information technology. Most studies on the development of SMM and its relations to team effectiveness is anchored in an understanding that the relation is motivated by increased interaction between team members, increased communication, and training (Kraiger and Wenzel, 1997;Mjelde et al., 2015). However, little attention has been given to the effect of using only technological means to communicate on the relationship between coordinating mechanisms, team processes and team effectiveness. ...
In recent decades there has been an increased emphasis on non-technical skills in medical teams. One promising approach that relates teamwork to medical efficiency is the theory of Shared Mental Models (SMM). The aim of the present study was to investigate the suitability of the Shared Mental Model approach for teamwork between operators in emergency medical communication centers and the first line ambulance personnel in real-life settings. These teams collaborate while working from geographically dispersed positions, which makes them distinct from the kinds of teams examined in most previous research on team effectiveness. A pressing issue is therefore whether current models on co-located teams are valid for medical distributed teams. A total of 240 participants from 80 emergency medical teams participated in the study. A team effectiveness model was proposed based on identified team coordinating mechanisms and the “Big five” team processes. Path analyses showed that SMM was positively associated with team effectiveness (i.e., performance satisfaction and situational awareness) and negatively related to mission complexity. Furthermore, the coordinating mechanisms of SMM and Closed Loop Communication was positively related to “Big five” team scores. However, no effects were found for the “Big five” team processes on effectiveness, which could indicate that the model needs to be adjusted for application to geographically dispersed teams. Possible implications for team training of distributed emergency response teams are discussed.
... Models. Mental Models of the task were measured using paired sentence comparisons [6], a strategy that has long been utilized in the past to measure both the content and structure of shared mental models [48,60,68,91]. Participants were asked to judge the relationship between all significant task attributes on a nine-point Likert scale ranging from -4 to 4 and anchored by "Negatively Related" to "Positively Related" (with 0 representing "Not Related"). ...
An emerging research agenda in Computer-Supported Cooperative Work focuses on human-agent teaming and AI agent's roles and effects in modern teamwork. In particular, one understudied key question centers around the construct of team cognition within human-agent teams. This study explores the unique nature of team dynamics in human-agent teams compared to human-human teams and the impact of team composition on perceived team cognition, team performance, and trust. In doing so, a mixed-method approach, including three team composition conditions (all human, human-human-agent, human-agent-agent), completed the team simulation NeoCITIES and completed shared mental model, trust, and perception measures. Results found that human-agent teams are similar to human-only teams in the iterative development of team cognition and the importance of communication to accelerating its development; however, human-agent teams are different in that action-related communication and explicitly shared goals are beneficial to developing team cognition. Additionally, human-agent teams trusted agent teammates less when working with only agents and no other humans, perceived less team cognition with agent teammates than human ones, and had significantly inconsistent levels of team mental model similarity when compared to human-only teams. This study contributes to Computer-Supported Cooperative Work in three significant ways: 1) advancing the existing research on human-agent teaming by shedding light on the relationship between humans and agents operating in collaborative environments, 2) characterizing team cognition development in human-agent teams; and 3) advancing real-world design recommendations that promote human-centered teaming agents and better integrate the two.
... Research shows that TMMs enable teams to operate seamlessly and make enhanced decisions even in complex, dynamic, and uncertain environments without hindering performance (McNeese & Reddy, 2014). Thus, a common theoretical assumption is that TMMs are precursors to effective team processes and performance (Klimoski & Mohammed, 1994;Kraiger & Wenzel, 1997). Indeed, several studies on teams and management of product-development projects clearly indicate a positive relationship between a TMM and team performance (Espinosa et al., 2007;Maynard & Gilson, 2014;Mohammed et al., 2010). ...
Communication between geographically separated subgroups in internationally distributed teams (IDTs) is quite challenging because their communication is relatively sparse and relies heavily on electronic media. In the current study, we employed a grounded theory approach and conducted an in-depth case study of two IDTs with subgroups in Sri Lanka and Japan to investigate why communication problems occur between the subgroups and how these can be solved. The findings indicated that although language fluency did not pose a serious threat, the teams encountered communication problems because they did not develop a well-shared team mental model (TMM). Our study further revealed that project process models (PPMs) play a key role in developing well-shared TMMs in IDTs, and the underlying process is facilitated by bridge individuals. Our findings extend the knowledge-sharing perspective of IDTs by focusing on the role of PPM, TMM, and bridge individuals in the communication process in IDTs.
... 413). This argument is consistent with the idea that a strong team culture goes hand in hand with shared team mental models (Kraiger & Wenzel, 1997). As such, in an extreme environment, it is likely that a serving culture may entail shared mental models that drive related performance. ...
Research on extreme environments has highlighted the necessity of having response teams that serve both the community and team. Though researchers have discussed the need for "unit solidarity" or a "communal code," our research is among the first to examine communal solidarity-that is, the building of unity in both the community and the team by serving both, which we operationalize as team serving culture-in an extreme environment. We use social resource theory to develop a model whereby serving culture starts with department level servant leadership. We theorize that department servant leadership influences team leader servant leadership , which enhances social resources including trust in team leader, trust in team, and team cohesion, which then translate into serving culture and team service performance in an extreme setting. We test our model with a sample of 344 officers and 104 leaders enlisted in Brazil's Special Operations Police. Criminals change their strategies and locations in the slums. They must constantly become stronger or they risk losing power over their territory. The scenery is extremely dynamic. They have access to new and modern weapons that illegally reach Brazilian borders. They study our strategies. We must be aware. The success of our mission is dependent on our commitment to the team, to the other. We are constantly watching for risks, watching out for each other. Together. As a team. We act just like one because it is a matter of life or death. Literally. My commitment to my team's lives and the success for the community is crucial. They know of my loyalty to them. 1
... 7 Therefore, the practice of shared mental models is suggested to bring a common situation awareness and knowledge among MET members, thereby facilitating decision-making process, communication, and teamwork. 8,9 The concept of shared mental models in health care collaborations is defined as the knowledge structure of an individual that facilitates effective collaboration among team members. 10 Efficient teamwork has a positive influence on MET performance, thereby enhancing patient safety. ...
Background:
The role of medical emergency team (MET) in managing deteriorating patients and enhancing patient safety is greatly affected by teamwork.
Aims:
To identify teamwork-related needs of the MET from MET nurses' perspectives. To assess the associations between MET nurses' perceptions of teamwork and their work experience and education.
Study design:
A quantitative, descriptive correlational design.
Methods:
Registered intensive care unit (ICU) nurses (n = 50) who were members of the MET in an acute tertiary care hospital answered a modified version of the team assessment questionnaire in 2017. Data were analysed using descriptive statistics, the Kruskal-Wallis test, and the univariate analysis of variance method. The reporting of this study adheres to the strengthening the reporting of observational studies (STROBE) guidelines.
Results:
Participants showed least agreement with the items presenting leadership skills (mean = 2.6, SD = 0.68). Approximately 50% nurses disagreed that the MET had adequate resources, training, and skills. The majority of nurses (80%) felt that their responsibilities as a MET member interfered with taking care of their own ICU patients. Many nurses (64%) felt that they did not have a voice in MET's decision-making process. Approximately 50% nurses felt that they were not recognized for their individual contribution, and they were uncertain regarding MET's policies for dealing with conflicts. The amounts of MET nurses' work experience and education were associated with MET skills and function, respectively.
Conclusion:
Key teamwork elements of the MET that need improvements include decision-making and conflict resolution skills, valuing team members, and team leadership. Practicing shared mental models, implementing the TeamSTEPPS curricula at hospitals for training ICU nurses, and simulation-based team-training programmes may be beneficial in improving teamwork of MET members.
Relevance to clinical practice:
This study revealed key teamwork elements of the MET that need improvements. Our findings may contribute to improve teamwork, thereby optimizing MET function, and enhancing patient outcomes.
... Interest in swarm intelligence (Luitel and Venayagamoorthy, 2010), (Majhi et al., 2008), (Panda et al., 2007), decision-systems (McHugh et al., 2016), (Gilliland and Landis, 1992), (Kraiger and Wenzel, 1997), (Iandoli et al., 2009), and all other fields related to collective intelligence (Georgi and Jung, 2012), (Grasso and Convertino, 2012), (Malone and Bernstein, 2015), has been steadily growing. And the areas in which collective intelligence has been applied, such as in health care (Wolf et al., 2015), education (Lee, 2020), business models (de Castro Neto and Santo, 2012), resource management (Diggle, 2013), crowdsourcing (Buecheler et al., 2010), political theory (Peters and Heraud, 2015), social media (Schoder et al., 2013), and even sustainable development (Elia and Margherita, 2018), are continually increasing. ...
General Collective Intelligence has been defined as a system that combines individuals into a single collective cognition with the potential for vastly greater intelligence than any individual in the group [1], [2]. A novel Human Centric Functional Modeling approach [3] has been used define a model for this collective cognition, and for individual cognition [4], as well as for the intelligence of those systems of cognition, in order to quantify this potential increase in intelligence as exponential. Where other approaches assume the functions of cognition are implemented through mechanisms that are not yet confirmed, these functional models are defined from first principles and simply reflect all observed functionality rather than assuming any implementation at all. Here we show that from the perspective of these functional models, the transition from animal intelligence to a human intelligence capable of a sufficient level of abstraction to develop science and other concepts, and capable of exchanging and accumulating the value of those abstractions to achieve exponentially greater impact on the external world, is a well-defined phase change [5]. The transition from human intelligence to GCI, the transition from GCI to second order GCI, and so forth to Nth order GCI are hypothesized to be subsequent phase changes that may or may not occur [5]. The functional modeling approach is used to clarify the fundamentally different nature of the general problem-solving ability provided by GCI as opposed to the problem solving ability of tools such as computation or computing methods [6] that can be applied to any general problem, and why even super computers without general problem-solving ability are limited to the problems their designers can define, and to the solutions those designers can envision [7]. This model suggests that entire categories of problems cannot reliably be solved without this phase change to General Collective Intelligence, and since this exponential increase in problem-solving ability applies to physics, mathematics, economics, health care, sustainable development, and every other field of human study where intelligence applies. In addition, since this model suggests that any exponential increase in ability to impact the external world possible through GCI cannot have been possible before at any time in human civilization, and since another such increase cannot be possible again until the advent of AGI or the transition to a second order GCI. the implications of GCI are profound [8].
... While design research primarily focused on qualitative descriptions of team creative processes, organizational psychology research focused more on how team composition factors (e.g., heterogeneity vs. homogeneity) and team processes (e.g., implemented strategies and communication) affect team performance (Aggarwal & Woolley, 2013;Hackman & Hackman, 2002 (Banks & Millward, 2000;Cannon-Bowers, Salas, & Converse, 1993;Klimoski & Mohamed, 1994;Kraiger & Wenzel, 1997;Mesmer-Magnus & DeChurch, 2009). At the same time, dissimilarities between team members might allow to bring unique perspectives to the task and tap a broader array of relevant information (Egan, 2005;Milliken, Bartel, & Kurtzberg, 2003). ...
... Shared mental models are claimed to be important for team training, efficient interaction, competent performance, and team effectiveness (Cannon-Bowers et al., 1993;Klimoski & Mohammed, 1994;Kraiger & Wenzel, 1997;Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000;Peterson, Mitchell, Thompson, & Burr, 2000;Rasker, Post, & Schraagen, 2000;Rentsch & Hall, 1994;Rouse, Cannon-Bowers, & Salas, 1992;Salas, Prince, Baker, & Shrestha, 1995). Shared mental models are also considered to be important for the team situation awareness that is critical for groups performing tasks in rapidly changing environments (Endsley, 1995;Endsley & Jones, 1997;Stout, Cannon-Bowers, & Salas, 1996), such as cockpit crews (Orasanu, 1993) and emergency response teams (Young & McNeese, 1995). ...
... In our context, cognitive similarity likely occurs when team members have overlapping or similar imaginativeness profiles. These cognitively similar teams may generate and develop higher quality new venture ideas because of team efficiencies (Cannon-Bowers et al., 1993;Kraiger and Wenzel, 1997), such as promoting smooth interactions among team members due to an ability to predict and understand each other's behaviors, and enhancement of team processes such as communication and interpretation of conflict (Rentsch et al., 2009). In addition, similar imaginativeness profiles would likely facilitate assessment of which team members have which knowledge, skills, abilities, and other characteristics (KSAOs) needed to perform a particular task, then promote agreement on the assigned tasks of each team member and how they should be performed in relation to one another (Rentsch et al., 2009). ...
Entrepreneurial imaginativeness is important for new venture ideation (the generation, evaluation , and development of ideas for new ventures), but its effects have only been examined at the individual level. Research suggests that new venture creation, including ideation, tends to involve multiple individuals, who are in the process of becoming a team for the first time. Given myriad possible combinations of individual imaginativeness in newly forming teams, we ask whether team configurations might vary in composition and performance when seeking to generate and develop new venture ideas. To answer this question, we conduct a field survey of 51 new venture teams in six different startup competitions. We find that various configurations among newly forming teams yield different new venture ideation performance outcomes and conclude by unpacking the theoretical and practical implications of our findings for new venture ideation, entrepreneurship, and team composition.
... Abundant previous research suggests that SMMs are positively, linearly related to team performance (e.g., Marks et al., 2002;Marks et al., 2000;Rentsch & Klimoski, 2001;Webber et al., 2000). Furthermore, numerous studies also support the theoretical tenet that a common understanding of task and team-related factors provide team members with the ability to form similar explanations and expectations for a task (Cannon-Bowers et al., 1993), allow team members to coordinate actions and adapt behavior to task demands (Cannon-Bowers et al., 1993), and enhance information processing (Kraiger & Wenzel, 1997), enabling the team to perform effectively. ...
... To address the multiple elements in DPI a multi-faceted methodology was adopted based on the recommendations of Wenzel and Kraiger (1997). Thus, the interview procedure consisted of three steps: (2) A questionnaire that allowed interviewees to attribute importance to sentences describing design activities and design knowledge, correlated to the DPI elements (see Appendix for the questions). ...
Designers’ Professional Identity (DPI) is a social- and self-perceptive construct that describes how designers understand themselves as professionals. DPI guides development throughout a designer’s career by shaping professionalism, role assumptions, responsibilities, values and behaviour. DPI links two sets of elements: Personal Attributes and Design Skills. However, little is known about how designers perceive themselves in comparison to other critical actors affecting DPI: educators and managers. While differing perceptions between educators and managers is acknowledged, there is a critical need for more detailed understanding of these differences in comparison to how designers perceive themselves. This study uses semi-structured interviews with designers, design professors, and design managers to shed light on differences in perception of DPI. Analysis of the data highlights critical differences between the three groups. We described these differences with respect to three thematic perspectives on DPI: Technique, Creativity and Rapport. This provides important contributions to understanding DPI, with implications for education and practice.
... 60 Pathfinder differs from other assessment techniques because it represents better comparisons of judgments in each structure. 61 Advantages of using Pathfinder include the ability to compare the similarity of concepts of different networks through an algorithm, reducing bias present when scored by people. It organizes the concepts through networks or trees, making it easier to use and understand. ...
Objective
To review common qualitative and quantitative methods of measuring shared mental models appropriate for use in the healthcare setting.
Background
Shared mental models are the overlap of individuals’ set of knowledge and/or assumptions that act as the basis for understanding and decision making between individuals. Within healthcare, shared mental models facilitate effective teamwork and theorized to influence clinical decision making and performance. With the current rapid growth and expansion of healthcare teams, it is critical that we understand and correctly use shared mental model measurement methods assess optimal team performance. Unfortunately, agreement on the proper measurement of shared mental models within healthcare remains diffuse.
Method
This paper presents methods appropriate to measure shared mental models within healthcare.
Results
Multiple shared mental model measurement methods are discussed with regard to their utility within this setting, ease of use, and difficulties in deploying within the healthcare operational environment. For rigorous analysis of shared mental models, it is recommended that a combination of qualitative and quantitative analyses be employed.
Conclusion
There are multitude of shared mental model measurement methods that can be used in the healthcare domain; although there is no perfect solution for every situation. Researchers can utilize this article to determine the best approach for their needs.
... Behaviors that enable performance adjustment include: (1) backing-up behavior, i.e., team members helping each other complete tasks (Dickinson and McIntyre 1997); (2) intra-team coaching, i.e., team members assisting each other with feedback and advice (Dickinson and McIntyre 1997); (3) collaborative problem-solving, i.e., multiple team members working actively together to diagnose and resolve a situation (Rousseau et al. 2006); and (4) team practice innovation, i.e., introducing new work practices, developing novel solutions and finding innovative ways of improving their performance (Rousseau et al. 2006). Several other models of team performance focus on mental models, shared understanding of the situation, and workload (Cannon- Bowers and Salas 1990;Bowers et al. 1997;Kraiger and Wenzel 1997;Mohammed and Dumville 2001;Berggren and Johansson 2010;DeChurch and Mesmer-Magnus 2010;Espevik et al. 2011;Johnson et al. 2011;Mjelde and Smith 2013). It is also a well-known fact that workload and stress affect performance, both on the individual and the team level (Hart and Staveland 1988;Robert and Hockey 1997;Weaver et al. 2001). ...
Automation is the holy grail of performance assessment. Cheap and reliable automated systems that produce consistent feedback on performance. Many such systems have been proposed that accurately measure the state of a product or the outcome of a process. Procedural faults can be detected and even mitigated without the need for human interference. In production industry and professional sports, this is a natural part of business. However, in macrocognitive team performance studies, human appraisal is still king. This study investigates the reliability of human observers as assessors of performance among virtual teams, and what they base their assessments on when only able to monitor one of the team members at a time. The results show that expert observers put a lot of emphasis on task outcomes and on communication and are generally reliable raters of team performance, but there are several aspects that they cannot rate reliably under these circumstances, e.g., team workload, stress, and collaborative problem-solving. Through simple algorithms, this study shows that by capturing task scores and different quantitative communication metrics, team performance ratings can be estimated to closely match how the expert observers assess team performance in a virtual team setting. The implication of the study is that numeric team performance estimations can be acquired by automated systems, with reasonable accuracy and reliability compared to observer ratings.
... Mental models are cognitive representations of concepts or phenomena. Although individuals can form mental models about any concept or phenomena, all mental models share several characteristics: (a) they are based on a person's (or group's) belief of the truth, not necessarily on the truth itself (i.e., mental models of a phenomenon can be inaccurate), (b) mental models are simpler than the phenomenon they represent, as they are often heuristically based, (c) they are composed of knowledge, behaviors, and attitudes, and (d) they are formed from interactions with the environment and other people [6,7] People may form mental models about any concept or phenomenon through processing information, whether accurately or through the "gist," see [8,9]; mental models are thought to form the basis of reasoning and have been shown in other fields of research to influence behavior (e.g., shared mental models in teams positively influences team performance when mental models are accurate and consistent within the team [10,11]. For example, research outside of healthcare suggests that feedback can enhance gains from training and education programs [12], such that learners form mental models that are more accurate and positive than when feedback is inadequate or not delivered. ...
Background
Audit and feedback has been shown to be instrumental in improving quality of care, particularly in outpatient settings. The mental model individuals and organizations hold regarding audit and feedback can moderate its effectiveness, yet this has received limited study in the quality improvement literature. In this study we sought to uncover patterns in mental models of current feedback practices within high- and low-performing healthcare facilities. Methods
We purposively sampled 16 geographically dispersed VA hospitals based on high and low performance on a set of chronic and preventive care measures. We interviewed up to 4 personnel from each location (n = 48) to determine the facility’s receptivity to audit and feedback practices. Interview transcripts were analyzed via content and framework analysis to identify emergent themes. ResultsWe found high variability in the mental models of audit and feedback, which we organized into positive and negative themes. We were unable to associate mental models of audit and feedback with clinical performance due to high variance in facility performance over time. Positive mental models exhibit perceived utility of audit and feedback practices in improving performance; whereas, negative mental models did not. Conclusions
Results speak to the variability of mental models of feedback, highlighting how facilities perceive current audit and feedback practices. Findings are consistent with prior research in that variability in feedback mental models is associated with lower performance.; Future research should seek to empirically link mental models revealed in this paper to high and low levels of clinical performance.
... There is a tendency for team processes, such as decision-making and communication in participatory design, to be influenced by shared mental models (Kraiger and Wenzel, 1997). Significantly divergent mental models imply that, team members would work towards different objectives and predict different future situations, thus, leading to 57 difficulty in coordinating team effort. ...
Activities at the design stage of the construction project delivery process have been
found to significantly impact value generation and delivery. There is, thus, the need to
adopt design management practices to enhance the value of construction projects. One
dimension of meeting the value requirements of construction projects is the
involvement of stakeholders, such as users, in design process. Even though various
aspects of stakeholder involvement have been researched, limited knowledge exists on
how stakeholders can participate in a process to gain insights into their needs and
establish their values. Little is also known of how the involvement of stakeholders can
be staged, such that project participants can interact and discuss needs and concerns.
This results in the need to explore an innovative strategy, in the form of a userinvolvement
framework, to create a space where designers and other stakeholders, such
as users, can collaboratively define and generate project value. Since the design process
is punctuated by various instances of decisions, such a framework should incorporate a
group decision-making process, such as choosing by advantages (CBA). The aim of this
research addresses this need by ultimately proposing a user-involvement framework that
incorporates the CBA decision system. The objectives of the research, thus, included: to
identify the potential in CBA to foster collaboration between designers and users; to
identify strategies to incorporate CBA in a user-involvement framework; to design a
user-involvement framework incorporating CBA; to evaluate the practicality of the
framework; and to reflect the contribution of the framework to theory. In line with the
constructive research paradigm, the design of the framework was based on a
combination of theoretical and empirical knowledge. Theoretical knowledge originated
from reviewing literature on participatory design, lean design, design process
management, team process, and the CBA decision system. Empirical knowledge
emanated from three exploratory case studies involving the application of CBA by
respective design teams to involve users in typical design decisions for some selected
projects. The resulting framework, known as CBA-incorporated User-involvement
Framework (CBAUF), is made up of six performance episodes linked by reciprocal
dependency loops. The performance episodes include, i) compose a team; ii) define
project value; iii) identify and anticipate decision-making frames; iv) enforce decisioniv
making frames (apply CBA); v) implement decisions (deliver virtual value); and vi) run
product (experience virtual value). The workability of CBAUF was demonstrated in an
evaluation case study with respect to its completeness, simplicity, elegance, efficiency,
operationality and generality. Among others, the research contributes to knowledge by
providing: i) an empirical evaluation of the collaborative attributes of the CBA decision
system; ii) an analysis of the functioning of the CBA decision system in the context of
the wicked problems in participatory design; and iii) An insight into how CBA could be
combined with other lean design tools such as Target Value Design (TVD), Set Based
Design (SBD), A3 and Building Information Modeling (BIM) to enhance collaboration
between designers and users for project value generation. Based on the contributions to
knowledge, the discussion on the application of CBA in lean design can be expanded to
include exploring the integration of CBAUF with more lean tools such as the Last
Planner System (LPS) and Dependency Structure Matrix (DSM) towards waste
minimization in design process by improving design process schedule predictability.
... TMMs enable teams to operate seamlessly and make enhanced decisions even in complex, dynamic, and uncertain environments without hindering performance. Thus, a common theoretical assumption is that TMMs are precursors to effective team processes and performance (Klimoski & Mohammed, 1994;Kraiger & Wenzel, 1997;Rentsch & Hall, 1994). Indeed, several studies have been carried out that clearly indicate a positive relationship between a well-shared TMM and team performance (Cooke, Kiekel, & Helm, 2001;Edwards, Day, Arthur, & Bell, 2006;Ellis, 2006;Lim & Klein, 2006;Marks, Zaccaro, & Mathieu, 2000;Rentsch & Klimoski, 2001;Smith-Jentsch, Mathieu, & Kraiger, 2005). ...
... These three nodes also interact through a set of resources and constraints (provided by the organisation, and eventually also defined by individuals or teams). The model proposed here differs from hierarchical ones, such as the model proposed by Kraiger & Wenzel (1997) in which environment, organisation, team, and individuals are considered as graded antecedents which determine the properties of shared mental models. In both types of models, shared mental models are considered as producing both team performance and effectiveness (and presumably team competence). ...
... If the study of team SA, and especially team SA in ATC, has to date been incomplete, the study of the measurement of team SA is even more fragmentary. Kraiger and Wenzel (1997) proposed four measures of shared mental models based on their framework of 'antecedents, outcomes and components'. The proposed measures, processing information, organising information, shared attitudes and shared expectations, represent different aspects of the underlying cognitive components -the real measures are in fact well-known techniques such as questionnaires, protocol analysis, card-sorting and pairwise ratings. ...
This report is concerned with the measurement of controllers Situation Awareness (SA). Two measures of SA are proposed: the first, known as 'SA for SHAPE on-Line (SASHA_L)' is a query technique based on an existing measure; the second, known as 'SA for SHAPE Questionnaire (SASHA_Q)', is a questionnaire technique using carefully chosen questions that focus on key elements of SA which controllers have identified themselves. A wide-ranging review of nine current SA measures is also included.
The report has been prepared as part of the 'Solutions for Human-Automation Partnerships in European ATM (SHAPE)' Project being carried out by the ATM Human Resources Unit of EUROCONTROL, later renamed 'Human Factors and Manpower Unit (DIS/HUM)', and today known as 'Human Factors Management Business Division (DAS/HUM)'.
En este trabajo se analiza la repercusión que tiene la Gestión del Conocimiento en el ámbito de las organizaciones y empresas, y se revisan los principales factores que determinan el éxito en la implantación de estos proyectos; se pasa revista a factores relacionados con el propio conocimiento (arquitectura, ciclo y tipos de conocimiento), con aspectos organizativos (dirección, estructura, trabajo en red y en equipo), y tecnológicos (tecnologías de información y comunicación, técnicas de evaluación y medida, y técnicas avanzadas para la Gestión del Conocimiento).
Chat communication play an increasingly important role within the workplace. Messages can be focused on both work tasks and relationships among colleagues, providing support for teams. The present study aims to identify key elements of the chat communication, through a content analysis of written utterances from teams of engineering and psychology undergraduate students engaged in the development of an application software. Our results show that chat allows teammates to share a common structure of knowledge about task, equipment, roles and relationships (i.e., team mental models). Moreover, both the quantity of interactions and the type of information exchanged show an association with the quality of the task performed. Actually the results of this study emphasize the advantages of the effective use of digital technologies. Implication and future research are discussed.
The complexity of software projects and inherent customer demands is becoming
increasingly challenging for developers and managers. Human factors in the development
process are growing in importance. Consequently, understanding team
dynamics is a central aspect of steady development planning and execution.
Despite the many available management systems and development tools that are
being continuously improved to support teams and managers with practical process
information, the equally crucial sociological aspects have typically been addressed
insufficiently or not at all. In people-focused agile software processes, a
first socio-technical understanding can also be promoted by sharing positive and
negative development experiences during specific team meetings (e.g., sprint Retrospectives).
Nevertheless, there is still a lack of systematically recorded and processed
socio-technical information in software projects, making it difficult for subsequent
reviews by teams and managers to characterize and understand the sometimes
volatile and complex team dynamics during the process.
This thesis strives to support teams and managers in understanding and improving
awareness of the team dynamics that occur in their agile software projects by
introducing computer-aided sprint feedback. The concept builds on four information
assets: (1) socio-technical data monitoring, (2) descriptive sprint feedback, (3)
predictive sprint feedback, and (4) exploratory sprint planning. These assets unify
interdisciplinary fundamentals, practical methods from software engineering, data
science, organizational and social psychology. Using a design science research process
for information systems, observations in several conducted studies (32 in academic
project environments and three in industry) resulted in the foundations and
methods for a practical feedback concept on the socio-technical aspects in sprint,
prototypically realized for Jira.
A practical evaluation involved two industry projects in an action research methodology
that helped improve the concept’s usability and utility through practitioner
reflections. The collaboration between industry and research resolved practical issues
that did not arise during the design science process. Several beneficial outcomes
based on the provided sprint feedback are reported and described in this
study (e.g., the effect of team structures on development performance). Moreover,
the reflections underscored the practical relevance of systematic feedback and the
need to better understand human factors in the software development process.
The article examines professional thinking in relation to the conditions of military activity. The goal is to identify a model of cadets’ metacognitive competence, contributing to the successful formation of professional thinking in the conditions of military activity. The construction of two regression models is carried out by means of multiple stepwise regression analysis with inclusion. In the first model, the variable response was the over-situational style of thinking of servicemen, determined by the questionnaire «Determination of the dominant level of problematicity in solving service-professional problem situations.» In the second model of the variable, the response was the type of professional thinking determined on the basis of the case method. Cadets’ metacognitive strategies were used as variable predictors. It was possible to establish that both regression models are statistically significant, the level of error probability is less than 0.01% and explain more than 40% of the variability of the variable responses. All metacognitive strategies (six variable predictors) in the first model have a statistically significant relationship with variable responses (p≤0.05). The predictive influence on the dominance of a certain type of professional thinking among cadets has the character of structural interaction. Metacognitive strategies such as information acquisition, concentration, time management and the level of reflection are facilitators for the formation of a supra-situational level of cadets’ professional thinking. Whereas metacognitive knowledge and metacognitive activity act as inhibitors.
The objectives of this research are to study the effects of supervisors’ effectiveness in using leadership power, supervisor’s mental model and team effectiveness on labours’ commitment to organization. The research was conducted in 2011 involving 250 labours of PT.KGM who were selected
as respondents using simple random approach. The result of this research indicated the direct effects of: (1) supervisors’ effectiveness in using leadership power toward labour’s commitment to organization; (2)supervisors’ mental model toward labours’ commitment to organization and (3) team effectiveness
toward labours’ commitment to organization. The result of this research also showed the indirect effects of: (1) the supervisor’s effectiveness in using leadership power toward labour’s commitment to organization through the team effectiveness; (2) supervisors’ mental model toward labour commitment to organization through the team effectiveness; This research conducted that labour’s commitment to organization positively influenced by the supervisors’ effectiveness in using leadership power, supervisor’s mental model and team effectiveness
Few research studies have been attentive to how control is exercised in the new organizational context relying on new forms of governances and social structures. This chapter presents the results of a four-year research project. It begins by focusing on the team and individual factors involved in the system of self-regulation of team learning activities. Then, it focuses on identifying the regulative mechanisms, placed at different organizational levels (micro, meso, and macro), which influence the natural process of self-regulation of team learning and innovation Finally, it examines the effect of organizational and team internal factors over the team’s learning and innovation performances.
This is a study focused on nursing teams in a ward, where it is considered to be a learning environment for newly graduated nurses to develop clinical competence. Here we investigated how nursing teamwork influenced the clinical competence of newly graduated nurses. The study was carried out by an initial administration of several questionnaires to 314 newly graduated nurses and 314 practical supporters employed at five hospitals. The results of the questionnaire was then supplemented by data collected through semi-structured interviews with six mid-career nurses and four preceptors of the newly graduated nurse. From the results of our quantitative survey, four factors of teamwork: 1) member’s behavior monitoring and coordinating workload within the team, 2) exhibition of leadership to maintain and increase interpersonal relationship, 3) exhibition of leadership to accurately instruct and guide team members, and 4) interpersonal chemistry in the team, had a positive effect on the clinical competence of newly graduated nurses. Furthermore, our study data indicated the importance of team leadership as a foundation to create a conducive team environment to improve the clinical practice of newly graduated nurses. These results were complemented with data acquired from a qualitative survey.
Research has generally supported a linear positive relationship between team efficacy and team performance. More recent theories and research suggest, however, that teams can become overly efficacious and team efficacy may exhibit nonlinear relationships with outcomes. The current study investigates the possibility that team efficacy is associated with decreases in team performance when the level of team efficacy is excessively high or low. This study further suggests that cohesion is an important contextual factor that may affect the curvilinear relationship between team efficacy and performance such that high levels of cohesion will magnify the curvilinear relationship whereas low levels of cohesion will flatten the curvilinear pattern. Hypotheses were tested using 324 employees in 34 work teams. Results demonstrate that the curvilinear relationship between team efficacy and team performance was strongest when cohesion was high; the relationship flattened when cohesion was low. Implications and limitations are discussed.
Crew Resource Management (CRM) training focuses on situation awareness, communication skills, teamwork, task allocation, and decision making. More recently, an interest in cognitive skill is beginning to appear in relation to CRM. One aspect of cognitive skill that has been examined in a variety of team domains is the notion of overlapping or "shared" mental models among teammates. While a growing amount of evidence on the relationship between shared mental models and team performance exists, only limited research has focused on the role that shared mental models have-in crew resource management. The purpose of this paper is to provide CRM researchers and practitioners an understanding of the shared mental model construct and the role of shared mental models in team performance, as well as to encourage additional research on this topic within the aviation domain.
ResearchGate has not been able to resolve any references for this publication.