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.

scholarly journals Economic cognitive institutions

2020 ◽  
Vol 16 (6) ◽  
pp. 747-765 ◽  
Author(s):  
Enrico Petracca ◽  
Shaun Gallagher
Keyword(s):  
Mental Models ◽  
Cognitive Processes ◽  
Philosophy Of Mind ◽  
Institutional Economics ◽  
Extended Mind ◽  
Point Of View ◽  
Shared Mental Models ◽  
Andy Clark ◽  
The Social ◽  
Douglass North

AbstractThis paper introduces the notion of ‘cognitive’ institution and discusses its relevance to institutional economics. Cognitive institutions are conceptually founded on the philosophy of mind notion of extended mind, broadened to also include the distinctly social, institutional, and normative dimensions. Cognitive institutions are defined as institutions that not just allow agents to perform certain cognitive processes in the social domain but, more importantly, without which some of the agents' cognitive processes would not exist or even be possible. The externalist point of view of the extended mind has already had some influence in institutional economics: Arthur Denzau and Douglass North first introduced the notion of institution understood in terms of ‘shared mental models’, and relatedly philosopher Andy Clark introduced the notion of ‘scaffolding institution’. We discuss shared mental models and scaffolding institutions and go a step further by showing that the notion of cognitive institution can capture more fundamental and salient aspects of economic institutions. In particular, we focus on the market as an economic cognitive institution.

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

A Macroergonomic Approach to Distributed Team Performance

2002 ◽  
Vol 46 (15) ◽  
pp. 1335-1339 ◽  
Author(s):  
Haydee M. Cuevas ◽  
Stephen M. Fiore ◽  
Eduardo Salas ◽  
Clint A. Bowers
Keyword(s):  
Decision Making ◽  
Group Dynamics ◽  
Team Performance ◽  
Self Regulation ◽  
Theory And Practice ◽  
Distributed Teams ◽  
Negative Effects ◽  
Team Members ◽  
Distributed Team ◽  
Practical Guidelines

With the structure of teams in organizations increasing in complexity to include both co-located and distributed team members, explicit linkages between theory and practice are critically needed to mitigate the negative effects that computer-mediated interaction may have on distributed team performance. Following a macroergonomic approach, this paper focuses on describing how theories from organizational psychology can address some of the challenges faced by this small, but growing, subset of teams. Specifically, theories in motivation, group dynamics, and decision making can be applied to offer practical guidelines to foster the development of positive team attitudes (e.g., cohesion, trust) and behaviors (e.g., goal-setting, self-regulation), and successful decision making performance in distributed teams.

Knowledge integration, teamwork and performance in health care

2016 ◽  
Vol 30 (2) ◽  
pp. 227-243 ◽  
Author(s):  
Mirjam Körner ◽  
Corinna Lippenberger ◽  
Sonja Becker ◽  
Lars Reichler ◽  
Christian Müller ◽  
...  
Keyword(s):  
Health Care ◽  
Mental Models ◽  
Team Performance ◽  
Health Care Professionals ◽  
Knowledge Integration ◽  
Shared Mental Models ◽  
Mediating Effect ◽  
Patient Centered ◽  
Content Type ◽  
Starting Point

Purpose – Knowledge integration is the process of building shared mental models. The integration of the diverse knowledge of the health professions in shared mental models is a precondition for effective teamwork and team performance. As it is known that different groups of health care professionals often tend to work in isolation, the authors compared the perceptions of knowledge integration. It can be expected that based on this isolation, knowledge integration is assessed differently. The purpose of this paper is to test these differences in the perception of knowledge integration between the professional groups and to identify to what extent knowledge integration predicts perceptions of teamwork and team performance and to determine if teamwork has a mediating effect. Design/methodology/approach – The study is a multi-center cross-sectional study with a descriptive-explorative design. Data were collected by means of a staff questionnaire for all health care professionals working in the rehabilitation clinics. Findings – The results showed that there are significant differences in knowledge integration within interprofessional health care teams. Furthermore, it could be shown that knowledge integration is significantly related to patient-centered teamwork as well as to team performance. Mediation analysis revealed partial mediation of the effect of knowledge integration on team performance through teamwork. Practical/implications – In practice, the results of the study provide a valuable starting point for team development interventions. Originality/value – This is the first study that explored knowledge integration in medical rehabilitation teams and its relation to patient-centered teamwork and team 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.

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