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.

Discourse of Leadership

2017 ◽  
Vol 54 (2) ◽  
pp. 161-181 ◽  
Author(s):  
Jolanta Aritz ◽  
Robyn Walker ◽  
Peter Cardon ◽  
Zhang Li
Keyword(s):  
Decision Making ◽  
Speech Acts ◽  
Social Function ◽  
Response Sequence ◽  
Leadership Roles ◽  
Team Members ◽  
Team Decision Making ◽  
Discourse Type ◽  
Team Decision

This study aims to more fully understand leadership when it is understood as primarily discursive in nature and coconstructed by those involved in interactions in which influence emerges. More specifically, it explores the performative role of questions as speech acts. In this case, we look at how questions are employed as a key discourse type to enable professionals to construct their authority and establish leadership roles. The data consist of transcripts of decision-making meetings. A scheme for coding the question-response sequence in conversation was used to identify the form, social function, and conversational sequence of question use. The questions then were analyzed by speaker and his or her role as leader versus nonleader. While questions can result in or encourage group collaboration by opening the discussion and inviting contributions, they can also be used to direct team members, seize the floor, and influence decision making. The study contributes to the study of leadership and team decision making by looking at how questions operate as a multifunctional discourse type, and how they are used to establish influence in decision-making meetings.

Exploring the Role of Shared Mental Models for Implicit Coordination in Teams

2005 ◽  
Vol 49 (21) ◽  
pp. 1863-1867 ◽  
Author(s):  
Raegan M. Hoeft ◽  
Florian Jentsch ◽  
Kimberly Smith-Jentsch ◽  
Clint Bowers
Keyword(s):  
Mental Models ◽  
Shared Mental Models ◽  
Team Members ◽  
High Performing ◽  
Accurate Perception ◽  
The Relationship ◽  
Implicit Coordination

Previous research has suggested that when high-performing teams are experiencing increased workload, they will adaptively shift from explicit to more implicit forms of coordination. This is thought to occur because the team members have shared mental models (SMMs) which allow them to anticipate one another's needs. However, it is currently not known how SMMs are related to implicit coordination. Much of the research on SMMs had focused on the actual level of sharedness and, to some degree, on the accuracy of each team member's model. However, to our knowledge, none has investigated the relationship between SMMs and implicit coordination. Furthermore, one line of research that has received very little attention is the notion of perceptions of sharedness. Must team members have an accurate perception of how well they share mental models in order to exploit them via implicit coordination? The purpose of this paper is to explore these fundamental questions that drive the process of implicit coordination.

Voice Climate, TMX, and Task Interdependence: A Team-Level Study

2018 ◽  
Vol 50 (2) ◽  
pp. 199-226
Author(s):  
Jinyun Duan ◽  
Yue Xu ◽  
M. Lance Frazier
Keyword(s):  
Decision Making ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Task Interdependence ◽  
Innovative Performance ◽  
Team Decision Making ◽  
Mediation Analyses ◽  
Team Member Exchange ◽  
Team Decision ◽  
The Relationship

Drawing on social exchange theory, the current research hypothesizes voice climate as a mediator of the relationship between team-member exchange (TMX) and both team decision-making effectiveness and innovative performance. Furthermore, we propose that task interdependence moderates the mediational relationship between TMX, voice climate, team decision-making effectiveness, and innovative performance. Survey results based on 294 members and their leaders from 73 entrepreneur teams demonstrated that TMX is positively related to voice climate and the two outcome variables. In addition, the relationships between TMX and both decision-making effectiveness and innovative performance are mediated by voice climate perceptions, respectively. Task interdependence moderated the relationship between TMX and voice climate, whereas moderated-mediation analyses indicated that the mediational relationship between TMX, voice climate, and both outcomes is stronger when task interdependence is high rather than low.

The Effects of Conflict on Team Decision Making

2011 ◽  
Vol 39 (2) ◽  
pp. 189-198 ◽  
Author(s):  
Long Cheng ◽  
Zhong-Ming Wang ◽  
Wei Zhang
Keyword(s):  
Decision Making ◽  
Task Conflict ◽  
Relationship Conflict ◽  
Decision Making Process ◽  
Team Decision Making ◽  
Team Decision ◽  
Relationship Of ◽  
The Relationship

The aim in this study was to examine the relationship between task and relationship conflict and their effect on team decision-making. A sample of 120 participants, divided into 40 teams, was recruited. We found that the relationship of task and relationship conflict was moderated by the decision-making process and teams performed better when making good use of task conflict, while relationship conflict was reduced.

The Influence of Team Goal Alignment and Awareness on Human-Centered Design Team Decision-Making Strategy

2021 ◽  
Author(s):  
Vivek Rao ◽  
Ananya Krishnan ◽  
Jieun Kwon ◽  
Euiyoung Kim ◽  
Alice Agogino ◽  
...  
Keyword(s):  
Decision Making ◽  
Personal Goals ◽  
Design Team ◽  
Design Teams ◽  
Goal Alignment ◽  
Team Members ◽  
Team Decision Making ◽  
Student Teams ◽  
Team Decision ◽  
Team Alignment

Abstract Design team decision-making underpins all activities in the design process. Simultaneously, goal alignment within design teams has been shown to be essential to the success of team activities, including engineering design. However, the relationship between goal alignment and design team decision-making remains unclear. In this exploratory work, we analyze six student design teams’ decision-making strategies underlying 90 selections of design methods over the course of a human-centered design project. We simultaneously examine how well each design team’s goals are aligned in terms of their perception of shared goals and their awareness of team members’ personal goals at the midpoint and end of the design process, along with three other factors underpinning team alignment at the midpoint. We report three preliminary findings about how team goal alignment and goal awareness influence team decision-making strategy that, while lacking consistent significance, invite further research. First, we observe that a decrease in awareness of team members’ personal goals may lead student teams to use a different distribution of decision-making strategies in design than teams whose awareness stays constant or increases. Second, we find that student teams exhibiting lower overall goal alignment scores appear to more frequently use agent-driven decision-making strategies, while student teams with higher overall goal alignment scores appear to more frequently use process-driven decision-making strategies. Third, we find that while student team alignment appears to influence agent- and process-driven strategy selection, its effect on outcome-driven selection is less conclusive. While grounded in student data, these findings provide a starting place for further inquiry into of designerly behavior at the nexus of teaming and design decision-making.

How entrepreneurial team heterogeneity impacts decision-making performance? An input-process-output approach

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Zhipeng Zhang ◽  
Li Zhu ◽  
Gong Chen ◽  
Lu Shang ◽  
Qiuyun Zhao ◽  
...  
Keyword(s):  
Decision Making ◽  
Information Seeking ◽  
Content Type ◽  
Team Members ◽  
Team Interaction ◽  
Team Decision Making ◽  
Team Heterogeneity ◽  
Mediating Role ◽  
Entrepreneurial Team ◽  
Team Decision

Purpose Existing studies mostly rely on the static characteristics of team members, and there is still a lack of empirical investigation on how entrepreneurial team members make decisions through dynamic team process and how team members’ cognition influences team decision-making. The purpose of this study is to validate how entrepreneurial team heterogeneity affects team decision-making performance from the perspective of dynamic team process. Design/methodology/approach Drawing on the theory of input-process-output model, this study proposed and examined the mediating role of team interaction as well as the moderating role of proactive socialization tactics in the relationship between entrepreneurial team heterogeneity and decision-making performance. Based on a sample of 162 entrepreneurial teams that include pairing superiors and subordinates, hierarchical regressions and moderated mediation tests were used to test the hypotheses. Findings The research results show that the heterogeneity of entrepreneurial teams is positively correlated with both team interaction and decision-making performance. Team interaction plays a mediating role between entrepreneurial team heterogeneity and decision-making performance; information seeking of proactive socialization tactics moderates the impact of entrepreneurial team heterogeneity on team interaction. Originality/value Contributing to the literature on entrepreneurial team decision-making performance, this study identifies that proactive socialization tactics with a high level of information seeking can help entrepreneurial team members respond to environmental and organizational changes more effectively during team development and increase the effectiveness of team interaction. This finding helps us better understand the mechanism and context under which entrepreneurial heterogeneity may enhance the team’s decision-making 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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