Shared mental models—linking team cognition and performance

CoDesign ◽  
2007 ◽  
Vol 3 (1) ◽  
pp. 75-94 ◽  
Author(s):  
R. Bierhals ◽  
I. Schuster ◽  
P. Kohler ◽  
P. Badke-Schaub
Keyword(s):  
Mental Models ◽  
Shared Mental Models ◽  
Team Cognition ◽  
And Performance

Shared mental models as moderators of team process-performance relationships

2010 ◽  
Vol 38 (4) ◽  
pp. 433-444 ◽  
Author(s):  
Ying Zhou ◽  
Erping Wang
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Positive Impact ◽  
Project Planning ◽  
Shared Mental Models ◽  
Future Research ◽  
Team Process ◽  
Team Processes ◽  
And Performance ◽  
The Relationship

The effects of shared mental models on the relationship between episodic team behavioral processes and performance were investigated, while teams were using an experimentally stimulated construction project planning program. The results indicated that episodic team processes made positive contributions to the team performance. Furthermore, a hierarchical linear regression indicated that the convergence of shared teamwork mental models moderated the effects of team processes on team performance. Specifically, the positive impact of team processes on performance was found to be improved for those teams who shared more similar teamwork mental models than for teams who hold fewer similar teamwork mental models. Potential implications and relevant impacts on future research are discussed.

Distributed Teams and Distributed Memory

2002 ◽  
Vol 46 (3) ◽  
pp. 398-402
Author(s):  
Stephen M. Fiore ◽  
Haydee M. Cuevas ◽  
Eduardo Salas ◽  
Jonathan W. Schooler
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Cognitive Processes ◽  
Distributed Memory ◽  
Shared Mental Models ◽  
Distributed Teams ◽  
Team Cognition ◽  
Organizational Unit ◽  
Distributed Team

The nature of teams is changing in that the implementation of distributed teams as a definable organizational unit has substantially increased. In this paper we discuss a portion of the cognitive processes potentially impacting distributed team performance. We elaborate on how team opacity arising from distributed interaction can impact team cognition, with an emphasis on the critical memory components that are foundational to the development and implementation of shared mental models.

The influence of shared mental models on team process and performance.

2000 ◽  
Vol 85 (2) ◽  
pp. 273-283 ◽  
Author(s):  
John E. Mathieu ◽  
Tonia S. Heffner ◽  
Gerald F. Goodwin ◽  
Eduardo Salas ◽  
Janis A. Cannon-Bowers
Keyword(s):  
Mental Models ◽  
Shared Mental Models ◽  
Team Process ◽  
And Performance

The Role of Planning in Coordinated Team Decision Making: Implications for Training

1993 ◽  
Vol 37 (18) ◽  
pp. 1238-1242 ◽  
Author(s):  
Rene'e Stout ◽  
Eduardo Salas
Keyword(s):  
Decision Making ◽  
Mental Models ◽  
Shared Mental Models ◽  
Team Members ◽  
Team Decision Making ◽  
Team Planning ◽  
Team Decision ◽  
And Performance ◽  
The Relationship

Critical decisions are made every day by teams of individuals who must coordinate their activities to achieve effectiveness. Recently, researchers have suggested that shared mental models among team members may help them to make successful decisions. Several avenues for training shared mental models in teams exist, one of which is training in planning behaviors. The relationship between team planning, team shared mental models, and coordinated team decision making and performance is explored.

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