scholarly journals Assessing Mental Models from Communications: Patient, Family, and Care Team Messaging within the Hospital

2019 ◽  
Vol 63 (1) ◽  
pp. 653-657
Author(s):  
Rebecca R. Carter ◽  
Clayton D. Rothwell ◽  
Cynthia J. Sieck ◽  
Ann Scheck McAlearney
Keyword(s):  
Mental Models ◽  
Hospital Care ◽  
Care Delivery ◽  
Family Members ◽  
Shared Mental Models ◽  
Care Team ◽  
Future Research ◽  
Institute Of Medicine ◽  
Hospital System ◽  
Team Members

Communication provides insight into both individual and team cognition. Team collaboration and performance can benefit from diversity of members and input, but challenges can arise when teams incorporate diverse members. Within health care, The Institute of Medicine strongly advocates for providers to engage patients and family members and work as a “team,” but differences in shared mental models can introduce barriers. This study examined differences in shared mental models through communication, focusing on knowledge and expectations of hospital care delivery. We combined qualitative and quantitative approaches to analyze the content of secure messages sent within an inpatient portal of a midwestern hospital system. Findings indicated differences between patients’ and care team members mental models of hospital care delivery, and further suggested that family mental models may differ from those of both patients and care team members. Future research will explore shared mental models in-depth via semi-structured interviews with patients and care team members, and evaluate if changes to the inpatient portal can increase shared mental models of patients, the care team and family members.

Perceptions of Palliative Care: Voices From Rural South Dakota

2020 ◽  
pp. 104990912095380
Author(s):  
Chamika Hawkins-Taylor ◽  
Sarah Mollman ◽  
Beth Walstrom ◽  
Jennifer Kerkvliet ◽  
Mary Minton ◽  
...  
Keyword(s):  
Palliative Care ◽  
South Dakota ◽  
Care Delivery ◽  
Family Members ◽  
Care Team ◽  
Healthcare Team ◽  
Rural South ◽  
Team Members ◽  
Care Services ◽  
Interprofessional Healthcare

Objectives: This study aimed to explore health professional, patient, family, and caregiver perceptions of palliative care, availability of palliative care services to patients across South Dakota, and consistency and quality of palliative care delivery. Methods: Six focus groups were conducted over two months. Participants included interprofessional healthcare team members, patients, family members of patients, and caregivers. Individuals with palliative care experiences or interest in palliative care were invited to participate. Recruitment strategies included emails, flyers, and direct contact by members of the Network. Snowball sampling was used to recruit participants. Results: Forty-six participants included patients, family members, caregivers and interprofessional health care team members. Most participants were Caucasian (93.3%) and female (80%). Six primary themes emerged: Need for guidance toward the development of a holistic statewide palliative care model; Poor conceptual understanding and awareness; Insufficient resources to implement complete care in all South Dakota communities; Disparities in the availability and provision of care services in rural SD communities; Need for relationship and connection with palliative care team; and Secondary effects of palliative care on patients/family/caregivers and interprofessional healthcare team members. Significance of Results: Disproportionate access is a principle problem identified for palliative care in rural South Dakota. Palliative care is poorly understood by providers and recipients of care. Service reach is also tempered by lack of resources and payer reimbursement constraints. A model for palliative care in these rural communities requires concerted attention to their unique needs and design of services suited for the rural residents.

Understanding team mental models affecting Kaizen event success

2015 ◽  
Vol 21 (7/8) ◽  
pp. 361-385 ◽  
Author(s):  
Wen-Hsing Liu ◽  
Sarah Asio ◽  
Jennifer Cross ◽  
Wiljeana J. Glover ◽  
Eileen Van Aken
Keyword(s):  
Mental Models ◽  
Continuous Process ◽  
Shared Mental Models ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type ◽  
Team Members ◽  
Kaizen Events ◽  
Process Improvement Teams ◽  
Attribution Bias

Purpose – The purpose of this study is to identify inhibitors and enablers of Kaizen event effectiveness, as perceived by participants, and categorize them into shared mental models to understand the factors participants believe to be affecting Kaizen event success. The findings are also interpreted using the lens of attribution bias and previous studies of Kaizen event effectiveness. Design/methodology/approach – A qualitative approach involving coding responses from participants was adopted. The identified significant inhibitors and enablers were then assigned to shared mental model types using a mapping and categorization approach. Findings – The results are largely consistent with previous studies and show that job/task and technology/equipment mental models dominate participant views of inhibitors, while enablers were primarily drawn from team and team interaction mental models. This also suggests that attribution bias is present. Research limitations/implications – The methods used to measure shared mental models in this study are cross-sectional and exploratory in nature. Future research could involve the intensive study of a smaller number of Kaizen events over time. Practical implications – The findings in this study can be used by organizations to identify training needs for Kaizen event teams by identifying areas of potential attribution bias, by divergence of perceptions between facilitators and team members and by underestimated factor effects. Originality/value – This investigation offers understanding of the Kaizen event team shared mental models with respect to inhibitors and enablers of event success. Organizations can harness common perceptions among continuous process improvement teams to increases chances of Kaizen event success.

Do We Share the Same View? Validating the Shared Mental Models in Team Sports Questionnaire

2021 ◽  
Vol 128 (2) ◽  
pp. 831-850
Author(s):  
Charlotte Raue ◽  
Dennis Dreiskaemper ◽  
Bernd Strauss
Keyword(s):  
Mental Models ◽  
Team Sports ◽  
Positive Influence ◽  
Shared Mental Models ◽  
Model Fit ◽  
Sports Performance ◽  
Measurement Instruments ◽  
Team Members ◽  
Confirmatory Factor ◽  
Good Internal Consistency

Shared mental models (SMMs) can exert a positive influence on team sports performance because team members with SMMs share similar tasks and team-related knowledge. There is currently insufficient sports research on SMMs because the underlying theory has not been adapted adequately to the sports context, and different SMMs measurement instruments have been used in past studies. In the present study we aimed to externally validate and determine the construct validity of the “Shared Mental Models in Team Sports Questionnaire” (SMMTSQ). Moreover, we critically examined the theoretical foundation for this instrument. Participants were 476 active team athletes from various sports. While confirmatory factor analysis did not support the SMMTSQ’s hierarchical model, its 13 subfactors showed a good model fit in an explorative correlative approach, and the model showed good internal consistency and item–total correlations. Thus, the instrument’s subfactors can be applied individually, even while there are remaining questions as to whether other questionnaires of this kind are an appropriate means of measuring SMMs in sport.

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.

Peer Leadership and Shared Mental Models in a College Volleyball Team: A Season Long Case Study

2014 ◽  
Vol 8 (2) ◽  
pp. 184-203 ◽  
Author(s):  
Edson Filho ◽  
Lael Gershgoren ◽  
Itay Basevitch ◽  
Robert Schinke ◽  
Gershon Tenenbaum
Keyword(s):  
Mental Models ◽  
Current Knowledge ◽  
Study Data ◽  
Point Of View ◽  
Shared Mental Models ◽  
Future Research ◽  
Team Leaders ◽  
Initial Attempt ◽  
Sport Teams

The present study was an initial attempt to capture and describe instances of shared mental models within a team from the point of view of the team captain. Specifically, the purpose of this study was to describe a range of perceived and shared behaviors aimed at facilitating the overall performance of a college volleyball team from the perspective of the team captain. This behavioral focus is congruent with the need for documenting observable task and team-related coordination mechanisms. Symbolic interactionism, via the use of systematic observations, documental analysis, and semistructured open-ended interviews, was used to gather data from the participant in the form of a case study. Data were analyzed using Braun and Clarke’s (2006) theoretical thematic analysis based on categories derived from Eccles and Tenenbaum’s (2004) Conceptual Framework of Coordination in Sport Teams. Results indicated that the player’s actions were perceived as enhancing proactive information sharing within her team. Therefore, it is suggested that team leaders possess important objective and symbolic roles in the promotion of shared mental models. These results are further discussed in relation to current knowledge of shared mental models in sports. Limitations and directions for future research are outlined.

Interdisciplinary Palliative Care Teams

2019 ◽  
pp. 89-97
Author(s):  
Polly Mazanec ◽  
Rebekah Reimer ◽  
Jessica Bullington ◽  
Patrick J. Coyne ◽  
Herman Harris ◽  
...  
Keyword(s):  
Palliative Care ◽  
Care Delivery ◽  
Medical Center ◽  
Academic Medical Center ◽  
Interdisciplinary Team ◽  
Palliative Care Team ◽  
Care Team ◽  
Patient Centered ◽  
Team Members ◽  
Palliative Care Teams

This chapter defines the composition and roles of interdisciplinary team members on a palliative care team. The team has the responsibility to deliver patient-centered, family-focused care based on the recommendations from the National Consensus Project Guidelines for Quality Palliative Care. Within this chapter, interdisciplinary team members from an academic medical center discuss their respective roles on the team and describe how these roles supported a patient and family case study. The chapter provides an overview of the four most common models of palliative care delivery: inpatient consult teams, with or without a palliative care unit; ambulatory palliative care teams; community-based palliative care teams; and hospice teams. An introduction to essential considerations in the development of a palliative care team and the important components for maintaining a healthy, functional team are described.

Scale development and validation of shared mental models of information and communication technology (ICT SMM)

2020 ◽  
Vol 26 (7/8) ◽  
pp. 391-407
Author(s):  
Rebecca Müller ◽  
Conny H. Antoni
Keyword(s):  
Mental Models ◽  
Virtual Teams ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Rating Scale ◽  
Shared Mental Models ◽  
Future Research ◽  
Validity And Reliability ◽  
Content Type ◽  
Information And Communication

Purpose Virtual teams are on the rise and many companies are implementing them to compete for the most talented experts. However, the use of information and communication technology (ICT), on which virtual teams depend, often ends in communication chaos. Research has shown that shared mental models (SMM), which are knowledge structures on team level, enhance team communication. In teams, which use ICTs, shared mental models of ICTs (ICT SMM) seem to be important. However, few studies that investigated ICT SMM have used different measurements that restrict their generalization. The purpose of this study is to define ICT SMM as well as develop and validate an ICT SMM scale. Design/methodology/approach This study used a cross-sectional questionnaire in two different samples (N1 = 117 students and N2 = 165 employees). Findings The results of item and factor analyses indicated that ICT SMM contain at least two facets, ICT functionalities and task-specific ICT use and are distinct from teamwork, taskwork and temporal SMM. The ICT SMM scale reached good validity and reliability. On an individual level, ICT SMM were positively associated with perceived team performance and coordination and negatively with ineffective communication, workload and frustration. Research limitations/implications Future research using teams as sample to validate the ICT SMM scale seems to be promising. Originality/value To the best of authors’ knowledge, this is the first study that developed and validated a rating scale to measure SMM of ICT in different samples.

Commentary: What Were They Thinking? The Role of Family Firm Mental Models on Threat Recognition

2008 ◽  
Vol 32 (6) ◽  
pp. 999-1006 ◽  
Author(s):  
Franz W. Kellermanns ◽  
Tim Barnett
Keyword(s):  
Mental Models ◽  
Shared Mental Models ◽  
Future Research ◽  
Strategic Responses ◽  
Strategic Action ◽  
Recognition Process ◽  
Family Issues ◽  
Threat Recognition ◽  
The Relationship

In this commentary, we extend Sirmon, Arregle, Hitt, and Webb's work in this issue by introducing shared mental models as antecedents of threat of imitability recognition and as moderators of the relationship between threat recognition and strategic action. Specifically, while Sirmon, Arregle, Hitt, and Webb focus on responses to threat recognition, we develop propositions on how shared mental models related to business issues affect the threat recognition process and on how shared mental models related to family issues influence strategic responses to recognized threats. Implications and areas for future research are discussed.

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