Back and Forth: Using Conversation Analysis to Explore Dialogues of Sharedness of Mental Models

2020 ◽  
Author(s):  
Sue Yi ◽  
Nicole B. Damen ◽  
Christine A. Toh
Keyword(s):  
Conversation Analysis ◽  
Mental Models ◽  
Design Process ◽  
Team Performance ◽  
Future Research ◽  
Design Teams ◽  
Design Practice ◽  
Team Mental Models ◽  
Different Types ◽  
Design Activities

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.

Do great teams think alike? An examination of team mental models and their impact on team performance

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

An Investigation on the Implications of Design Process Phases on Artifact Novelty

2015 ◽  
Vol 137 (5) ◽  
Author(s):  
Nur Ozge Ozaltin ◽  
Mary Besterfield-Sacre ◽  
Gül E. Okudan Kremer ◽  
Larry J. Shuman
Keyword(s):  
Economic Growth ◽  
Engineering Education ◽  
Design Process ◽  
Early Phase ◽  
Problem Definition ◽  
Design Teams ◽  
Technical Design ◽  
Design Elements ◽  
Design Activities ◽  
Research Questions

Innovation, including engineering innovation, is essential for economic growth. Currently, while most design practices in engineering education focus on aspects of “good” technical design, elements of innovation may be neglected. This research investigates design process activities that yield innovative artifacts. Specifically, we examine the types of design activities, their timing, and the associations among each other. Specifically, two research questions are explored. First, what design activities do teams engage in that relate to the innovativeness of the resultant design artifact? Second, how do these design activities impact the succeeding activities across the design process (from problem definition to working prototype (WP))? To explore these questions, 16 senior capstone bioengineering design teams are followed as they advance from initial conceptualization to WP over an average 23 week period. Several significant measures suggest that innovative teams differ from their noninnovative counterparts in terms of what activities they engage in, how much they engage in the particular activities, and in what phase they conduct the activities. Specifically, certain activities utilized in the early phase (e.g., marketing) are essential for innovation. Moreover, in terms of iterations through activities, spending significant time and effort while developing a design, as well as having smooth, rich iterations throughout the process contribute to the innovativeness of the artifact.

Understanding Diversity as Culture

2013 ◽  
Author(s):  
Eduardo Salas ◽  
Maritza R. Salazar ◽  
Michele J. Gelfand
Keyword(s):  
Cultural Diversity ◽  
Team Performance ◽  
State Of The Art ◽  
Group Processes ◽  
The State ◽  
Combined Effect ◽  
Future Research ◽  
Different Types ◽  
Key Issues

Cultural diversity—the degree to which there are differences within and between individuals based on both subjective and objective components of culture—can affect individual and group processes. However, much is still unclear about the effects of cultural diversity. We review the literature on cultural diversity to assess the state of the art and to identify key issues for future research. This review emphasizes the importance of understanding different types of cultural diversity and their independent and combined effect on team performance. We identify key contributions to the study of cultural diversity and discuss frontiers for future research.

How teams perform under emergent and dynamic situations: the roles of mental models and backup behaviors

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zikai Zhou ◽  
Pilar Pazos
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Dynamic Environment ◽  
Strong Relationship ◽  
Mediation Effects ◽  
Content Type ◽  
Team Members ◽  
Team Mental Models ◽  
Theoretical Support ◽  
Task Requirements

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.

scholarly journals A mental models approach for defining explainable artificial intelligence

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Michael Merry ◽  
Pat Riddle ◽  
Jim Warren
Keyword(s):  
Artificial Intelligence ◽  
Mental Models ◽  
Neural Nets ◽  
Future Research ◽  
Practical Applications ◽  
Team Mental Models ◽  
Explainable Ai ◽  
Definition Of ◽  
Performance Gains ◽  
Operating Room Teams

Abstract Background Wide-ranging concerns exist regarding the use of black-box modelling methods in sensitive contexts such as healthcare. Despite performance gains and hype, uptake of artificial intelligence (AI) is hindered by these concerns. Explainable AI is thought to help alleviate these concerns. However, existing definitions for explainable are not forming a solid foundation for this work. Methods We critique recent reviews on the literature regarding: the agency of an AI within a team; mental models, especially as they apply to healthcare, and the practical aspects of their elicitation; and existing and current definitions of explainability, especially from the perspective of AI researchers. On the basis of this literature, we create a new definition of explainable, and supporting terms, providing definitions that can be objectively evaluated. Finally, we apply the new definition of explainable to three existing models, demonstrating how it can apply to previous research, and providing guidance for future research on the basis of this definition. Results Existing definitions of explanation are premised on global applicability and don’t address the question ‘understandable by whom?’. Eliciting mental models can be likened to creating explainable AI if one considers the AI as a member of a team. On this basis, we define explainability in terms of the context of the model, comprising the purpose, audience, and language of the model and explanation. As examples, this definition is applied to regression models, neural nets, and human mental models in operating-room teams. Conclusions Existing definitions of explanation have limitations for ensuring that the concerns for practical applications are resolved. Defining explainability in terms of the context of their application forces evaluations to be aligned with the practical goals of the model. Further, it will allow researchers to explicitly distinguish between explanations for technical and lay audiences, allowing different evaluations to be applied to each.

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.

Improving information design practice

2016 ◽  
Vol 22 (3) ◽  
pp. 249-265 ◽  
Author(s):  
Sheila Pontis ◽  
Michael Babwahsingh
Keyword(s):  
Conceptual Design ◽  
Design Process ◽  
Effective Communication ◽  
Information Design ◽  
Initial Problem ◽  
Design Practice ◽  
Design Activities ◽  
Design Solutions ◽  
Tools And Techniques

As novel tools and techniques for visualizing information grow popular, many information design solutions are increasingly demonstrating high technical and visual sophistication, but often at the expense of thoughtful, effective communication. This recurring phenomenon highlights an overemphasis on the production of design outputs and failure to understand the initial problem, content, and audience early in a project. We assert that ineffective information design results primarily from a lack of rigor in the conceptual stage of the design process, when critical decisions determine the end result. We propose 23 methods information designers may adopt to reinforce their conceptual design activities.

Team reflections, team mental models and team performance over time

2020 ◽  
Vol 26 (1/2) ◽  
pp. 143-168
Author(s):  
Evi Kneisel
Keyword(s):  
Mental Models ◽  
Team Performance ◽  
Complex Problem ◽  
Daily Routine ◽  
Content Type ◽  
Team Mental Models ◽  
Team Outcomes ◽  
Positive Effects ◽  
Research Fields ◽  
Over Time

Purpose Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which factors (mediators) account for these positive effects and over what period these effects unfold (temporal effects). To close this gap, this paper aims to investigate the direct effects of team reflection on team performance over time, as well as indirect effects because of the development of similar and accurate team mental models to explain this relationship. Design/methodology/approach Within a longitudinal experimental study on 22 student project teams working on a complex problem-solving task, the effects of repeated team reflection interventions on the development of team performance and team mental models over six measuring times were analysed. Findings Results show that team reflections caused significant increases in team performance and team mental models over time. Results also provide evidence that team mental models’ quality mediates the effects of team reflections on team performance. Research limitations/implications The results are interesting for both research fields, team reflection and team mental models, as the findings indicate the merits of recurrent reflection for improving team mental models’ quality. Practical implications For organisational practice, the question of how reflection processes can be deliberately triggered in teams and effectively integrated into the daily routine should be considered. Originality/value The findings accentuate the role of team reflections for improving team performance team mental models over time. By continuous reflecting teams increase awareness and insights into effective team processes and strategies (i.e. shared and accurate team mental models), which lead to better performance.

Sign in / Sign up

Export Citation Format

Share Document