Evaluating teamwork among medical staff: How to measure and compare aspects of the team mental models of doctors and nurses

2021 ◽  
Vol 94 ◽  
pp. 103418
Author(s):  
Ido Morag ◽  
Ariel L. Zimerman
2016 ◽  
Vol 96 ◽  
pp. 12-21 ◽  
Author(s):  
Harry S. Delugach ◽  
Letha H. Etzkorn ◽  
Sandra Carpenter ◽  
Dawn Utley

Author(s):  
Sue Yi ◽  
Nicole B. Damen ◽  
Christine A. Toh

Abstract Shared mental models have been shown to enhance team performance. However, research has not observed the different types of sharedness of mental models that may uniquely impact the design process. Therefore, this study examines the types of sharedness of mental models that occur in design teams using Conversation Analysis on data collected from two design teams that performed activities in the early design process in a controlled lab environment. Designers were asked to develop an agreed upon list of ranked design principles, and then generate one or two solutions using the list. These design activities allow for the examination of the varying ways that designers share knowledge, negotiate, and reach understanding. Through our analysis, we identify characteristics of conversation that designers used to build shared understanding. Our results also show how team mental models are built from patterns of conversation that are evident during open-ended and unstructured design discussions. This work sets a foundation for future research to gain a deeper understanding of how designer mental models are shared in unstructured conversations that take place during design practice.


2019 ◽  
Vol 17 (Suppl 1) ◽  
pp. S50-S56
Author(s):  
Kylie Kidd Wagner ◽  
June Austin ◽  
Lynn Toon ◽  
Tanya Barber ◽  
Lee A. Green

Surgery ◽  
2017 ◽  
Vol 161 (5) ◽  
pp. 1203-1208 ◽  
Author(s):  
Aimee K. Gardner ◽  
Daniel J. Scott ◽  
Kareem R. AbdelFattah

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zikai Zhou ◽  
Pilar Pazos

Purpose The purpose of this study is to evaluate the roles of team mental models (TMMs) and backup behaviors for teams operating under emergent and dynamic situations. Specifically, the authors used a biased-corrected bootstrapping approach to assess the mediation effects of backup behaviors between the similarity of TMMs and team performance. Design/methodology/approach TMMs are a representation of the common understanding and beliefs in terms of task requirements or teamwork skills among different team members. It has wide implementations in various teams that are required to adapt quickly to an emergent and dynamic environment. The construct of TMMs has been studied extensively in previous literature, indicating a strong relationship between TMMs and team performance. However, how TMMs affect team performance under emergent and dynamic situations is only partially understood. Findings The findings of this study suggest that the similarity of task-focused mental models positively affects team performance through the mediation effects of backup behaviors. In contrast, the similarity of team-focused mental models does not positively affect backup behaviors and team performance. Originality/value This study contributes to the TMMs literature by investigating how teams perform in an emergent and dynamic environment. It not only provides theoretical support to the similarity of TMMs–backup behaviors–team performance relationships but has important implications in terms of team training and decision-making for teams operating under such conditions.


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