Shared Mental Model

This study examines the effect of guided reflection on team processes and performance, based on West's (1996, 2000) concept of reflexivity. Communicating via e-mail, 49 hierarchically structured teams (one commander and two specialists) performed seven 15 min shifts of a simulated ...

Our objective is to capture temporal patterns in mental model convergence processes and differences in these patterns between distributed teams using an electronic collaboration space and face-to-face teams with no interface. Distributed teams, as sociotechnical systems, collaborate via technology to work on their task. The way in which they process information to inform their mental models may be examined via team communication and may unfold differently than it does in face-to-face teams. We conducted our analysis on 32 three-member teams working on a planning task. Half of the teams worked as distributed teams in an electronic collaboration space, and the other half worked face-to-face without an interface. Using event history analysis, we found temporal interdependencies among the initial convergence points of the multiple mental models we examined. Furthermore, the timing of mental model convergence and the onset of task work discussions were related to team performance. Differ...

We studied 52 field examples interaction breakdown in information technology project virtual teams and actions leaders took to fix it using information and communication technologies (ICTs). We found that leader success related to aspects of shared mental ...

Many researchers have explored how people share and construct similar mental models in teams. They have claimed that successful team performance depends on a shared mental model of team members about task, team, equipment and situation. Most of the literature has illustrated simplified relationships between a team's mental model and their performance without a valid instrument addressing the confined and relevant constructs of a shared mental model. This paper describes the instrument development steps and the conceptual framework for factors associated with shared mental models. After development and refinement, the instrument was finalized for use to measure team-related knowledge. The final instrument consists of 42 items that are linked to the five emergent factors of shared mental models including general task and team knowledge, general task and communication skills, attitude toward teammates and task, team dynamics and interactions, and team resources and working environment.

Group model building is supposed to support the development of shared mental models. This paper focuses on the development of a method for the assessment of changes of mental models in applied settings. A systematic approach is needed to be able to compare applied cases. The development of a measurement instrument opens up the possibility of comparative case-analysis. This instrument should be time-efficient and easy to apply for participants. We test our instrument in a particular case. Key words: Group Model Building, measuring effectiveness, reconstruction of mental models, qualitative methodology, evaluation of single cases, comparative case-analysis. 1 With thanks to dr. Marloes van Engen of Tilburg University, coordinator of the research project at Tilburg University, for supporting the collection of the written questionnaires.

This paper discusses processes of property rights reform of agricultural land and non- land assets in Central and Eastern European countries. It presents some selected approaches developed and applied during the last decade in order to explain and to understand this unique process of institutional change. The research framework and theoretical concepts are predominantly based on New Institutional Economics and Public Choice approaches. Among others the discussion shows the crucial role of the ownership-status of land after collectivisation or nationalisation, the ethnicity of asset ownership prior to the socialist era, the equality of asset distribution before collectivisation or nationalisation, and the persistence of social values, human capital and informal institutions. In addition, the applicability of main theories of institutional change is discussed, i.e. the Efficiency Theory, the Public Choice Theory and the Distributional Theory of Institutional Change. The results illust...

Extant research has documented that the relationship between the chief information officer and the management team (TMT) has been troubled. An often cited contributing factor to this has been the gap in understanding between the CIO and the TMT. The objective of this study is to examine the development of shared mental models (SMMs) between the CIO and TMT about the role of information systems in the organization. A SMM is conceptualized as a multidimensional construct spanning the dimensions of shared language and shared understanding. The study posits that knowledge exchange mechanisms and relational similarity between the CIO and TMT are key antecedents to the development of SMMs. SMMs between the CIO and TMT are expected to guide the strategic orientation of the organization and may influence strategic alignment and organizational outcomes. The model was tested via a field survey of 382 CIOs using structural equation modeling. Results show that relational similarity and formal m...

Virtual learning communities bring together people from diverse backgrounds and provide the basis for knowledge construction and sharing. Important processes for the community to function as a whole have been identified and examined through existing systems. Although existing systems attempt to support these processes, the absence of a complete community model, and the personalisation and adaptation to the individual rather

Abstract.—This paper highlights recent research on team cognition and discusses the benefits of concept mapping techniques used in representing shared levels of understanding among team members. Team cognition is comprised of several factors ...

Because of rapid environmental changes, t he rate at which organizations learn may become the only sustainable source of competitive advantage. Organizations learn through their individuals. This article describes a method of intervention by a facilitator designed to enhance organization learning through changes in individuals' mental models and vision based on Senge's concepts and approach to organizationa l learning. Three

This paper discusses a theoretical framework designed to elucidate the many issues surrounding distributed team performance, emphasizing how work characteristics associated with such teams may alter both the processes and the products emerging from distributed interaction. It is suggested that distributed team performance can best be understood through conceptualization of a coordination space within which distributed interaction occurs over time and distance. The goal is to take a socio-technical approach to distributed team research so that one can explicate both the cognitive consequences of a lack of co-location as well as the social consequences affecting interaction and team development when work is technology-mediated. The overall objective is to present a framework of 'distributed coordination' such that the principles most appropriate for distributed team performance can be developed.

Researchers have claimed that successful team performance depends on shared mental models. While there are a number of techniques that have been employed to measure shared knowledge, Johnson and colleagues (2007) developed and validated an instrument for measuring team-related knowledge. This chapter focuses on the application of the Team Assessment and Diagnostic Instrument (TADI). Using the results of this five-factor model (including general task and team knowledge, general task and communication skills, attitude toward teammates and task, team dynamics and interactions, and team resources and working environment), TADI is used to assess the current state of team alignment with respect to the five team-related knowledge factors. Based on the alignment and degree of response, this measure can be used to assess the level of team synergy as well as determine misalignment in specific areas of teammates’ mental models. With this information, team members, leaders, and coaches can better anticipate team problems thereby guiding the selection of team performance interventions ultimately mitigating team problems and improving team learning and performance.