Evaluating the Impact of the Human-Agent Teamwork Communication Model (HAT-CoM) on the Development of a Shared Mental Model

There is an increasing interest in the use of intelligent virtual agents (IVAs) to work in teams with humans. To achieve successful outcomes for these heterogeneous teams, many of the aspects found in successful human teams will need to be supported. These aspects include behavioural (i.e., multimodal communication), cognitive (i.e., a shared mental model (SMM)), and social (trust and commitment). Novelly, this paper aims to investigate the impact of IVA’s multimodal communication on the development of a SMM between humans and IVAs. Moreover, this paper aims to explore the impact of the developed SMM on a human’s trust in an IVA’s decisions and a human’s commitment to honour his/her promises to an IVA. The results from two studies involving a collaborative activity showed a significant positive correlation between team multimodal communication (i.e., behavioural aspect) and a SMM between teammates (i.e., cognitive aspect). Moreover, the result showed that there is a significant positive correlation between the developed SMM and a human’s trust in the IVA’s decision and the human’s commitment to honour his/her promises (the establishment of the social aspect of teamwork). Additionally, the results showed a cumulative effect of all of these aspects on human–agent team performance. These results can guide the design of human–agent teamwork multimodal communication models.

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Technology-Mediated Collaboration, Shared Mental Model and Task Performance

Journal of Organizational and End User Computing ◽

10.4018/joeuc.2012010104 ◽

2012 ◽

Vol 24 (1) ◽

pp. 64-81 ◽

Cited By ~ 13

Author(s):

Hayward P. Andres

Keyword(s):

Social Influence ◽

Direct Observation ◽

Mental Model ◽

Social Impact ◽

Model Development ◽

Research Approach ◽

Team Process ◽

Shared Mental Model ◽

Team Productivity ◽

The Impact

This study takes a direct observation research approach to examine how the impact of collaboration mode on team productivity and process satisfaction is mediated by shared mental model. Team cognition and social impact theories are integrated to provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development and its subsequent impact on task outcomes. Partial least squares analysis revealed that technology-mediated collaboration impacts shared mental model development. The results also demonstrate that timely and accurate development of shared mental model facilitates increases in both productivity and team process satisfaction. Direct observation of team process behaviors suggests that collaboration modes differ not only in their impact on communication facilitation but efficacy-based, motivational, and social influence factors (e.g., self-efficacy and team-efficacy, perceived salience and credibility of contributions, social influence on action, etc.) as well. Shared mental model development requires quality communication among team members that are motivated to participate by a positive team climate that promotes idea convergence.

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Implementation and dissemination of a shared mental model of palliative oncology.

Journal of Clinical Oncology ◽

10.1200/jco.2019.37.31_suppl.58 ◽

2019 ◽

Vol 37 (31_suppl) ◽

pp. 58-58

Author(s):

Sarah F. D'Ambruoso ◽

John A. Glaspy ◽

Neil Wenger ◽

Christopher Pietras ◽

Kauser Ahmed ◽

...

Keyword(s):

Advanced Cancer ◽

Mental Model ◽

Care Delivery ◽

Communication Training ◽

Audit And Feedback ◽

Goals Of Care ◽

Shared Mental Model ◽

Early Integration ◽

Referral Rates ◽

The Impact

58 Background: American Society of Clinical Oncology guidelines support early integration of palliative care (PC) into standard oncology practice; however, little is known as to whether improved outcomes can be achieved by modifying health care delivery and training oncology providers. Methods: We report our five year experience of embedding a nurse practitioner (NP) in an oncology clinic (March 2014-March 2019) to develop a shared mental model (SMM) of early, concurrent advance care planning (ACP) and PC as well as the collaborative effort to further disseminate this SMM throughout the Division of Hematology-Oncology using communication training, quality measurement, audit and feedback, leadership support, and monthly collaborative meetings. We developed PC quality metrics (process measures and end of life utilization measures) using a validated advanced cancer denominator. We used these measures to evaluate the impact of the PC-NP program (2014-2019) and provide individualized metric packets to each oncologist in the context of an annual half-day interactive communication training sessions (1-hr didactic, 3-hr small group role-play) each spring and monthly implementation team meetings from 2017-2019. Results: Compared to patients with advanced cancer not seen by the PC-NP program, patients who are enrolled in the program have higher rates of goals of care note documentation (80% vs. 17%, p < 0.01), higher rates of Physician Orders for Life Sustaining Treatment (POLST) completion (19% vs. 5%, p < 0.01), higher referral rates to the psychosocial oncology program (51% vs. 25%, p < 0.01), and higher referral rates to hospice (60% vs. 33%, p < 0.01). Among decedents, there was less hospital use (12 vs. 18 days) and ICU use (1.5 vs. 2.6 days) in the last 6 months of life. Since spring 2017, 19/21 NP’s, 64/68 physicians, and 17/20 fellows have participated in communication training. Among all patients with advanced cancer, goals of care note documentation has improved from 3% in March 2014 to 21% in March 2019. Conclusions: Embedding a trained PC-NP in oncology clinics to deliver upstream PC to patients on active treatment can lead to opportunities for development and dissemination of a SMM that translates into better primary and specialist PC.

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The Impact of Ethical Leadership on Team Performance: Leader - Member Exchange Mean, Shared Mental Model as an Intermediary

DEStech Transactions on Social Science Education and Human Science ◽

10.12783/dtssehs/msie2017/15496 ◽

2017 ◽

Author(s):

ZHENGXIANG ZHAN ◽

QINGQUAN PAN

Keyword(s):

Team Performance ◽

Ethical Leadership ◽

Mental Model ◽

Leader Member Exchange ◽

Shared Mental Model ◽

Member Exchange ◽

The Impact

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Let's Think Together! Assessing Shared Mental Models, Performance, and Trust in Human-Agent Teams

Proceedings of the ACM on Human-Computer Interaction ◽

10.1145/3492832 ◽

2022 ◽

Vol 6 (GROUP) ◽

pp. 1-29

Author(s):

Beau G. Schelble ◽

Christopher Flathmann ◽

Nathan J. McNeese ◽

Guo Freeman ◽

Rohit Mallick

Keyword(s):

Mental Model ◽

Cooperative Work ◽

Computer Supported Cooperative Work ◽

Team Composition ◽

Team Cognition ◽

Human Agent ◽

Unique Nature ◽

Agent Teams ◽

Team Mental Model ◽

The Impact

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.

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