Outcomes of Shared Mental Models of Team Members in Cross Training and High-Intensity Simulations

2011 ◽  
Vol 5 (4) ◽  
pp. 352-377 ◽  
Author(s):  
Roar Espevik ◽  
Bjørn Helge Johnsen ◽  
Jarle Eid
Keyword(s):  
Mental Models ◽  
High Intensity ◽  
Shared Mental Models ◽  
Superior Performance ◽  
Team Members ◽  
Team Outcomes ◽  
Cross Training ◽  
Model Condition ◽  
Quasi Experimental ◽  
Tactical Teams

The present study examined whether shared mental models of team members’ characteristics were associated with team outcomes (i.e., performance, communication, and physical arousal) in cross training and a high-intensity simulation requiring coordinated team action. In a quasi-experimental design, 36 Navy officer cadets were randomly assigned to 12 newly formed tactical teams in the no shared mental modal condition (NoSMM). In contrast, 33 Navy officer cadets in 11 seasoned teams were included in the shared mental model condition (TMSMM). All teams were exposed to the same naval scenarios in their cross training and simulation exercise. The results showed that teams with TMSMM had superior performance and communication patterns characterized by updates and confirmations compared to the NoSMM teams during cross training and simulation. During cross training, TMSMM teams provided more backup than NoSMM teams. These findings suggest that shared mental models of team member are transferable through tasks and enhance the effects of cross training. The present study extends previous research indicating that shared mental models of team members represent an independent, adaptive asset at the group level that enhances team efficiency.

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.

scholarly journals Association of Social Network Analysis with Mental Models in Emergency Management Teams

2019 ◽  
Author(s):  
Bjørn Sætrevik ◽  
Line Solheim Kvamme
Keyword(s):  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Emergency Management ◽  
Mental Models ◽  
Shared Mental Models ◽  
Management Teams ◽  
Interaction Patterns ◽  
Team Members ◽  
The Impact

Social network analysis is a preferred approach to examine the impact of social processes and mechanisms on team performance, but it can be challenging to measure these dynamics in applied settings. Our aim was to test whether the understanding of the task at hand was more accurate and more shared for teams with more evenly distributed interaction patterns. We pre-registered a novel approach for measuring social networks from sparse reporting of ranked interactions. Our sample was eleven emergency management teams that performed a scenario training exercise, where we asked factual questions about the ongoing task during performance, and retrospective questions about who were the most important communication and collaboration partners. We quantified shared mental models as the extent to which a team member showed the same understanding as the rest of their team, and quantified situation awareness as the extent to which team members showed the same knowledge as their team leader. We calculated which team members where most central to the network, and which networks had more evenly distributed networks. Our findings support the pre-registered hypotheses that more interconnected teams are associated with more accurate and more shared mental models, while the individual’s position in the network was not associated with MM.

A Framework for Developing and Using Shared Mental Models in Human-Agent Teams

2017 ◽  
Vol 11 (3) ◽  
pp. 203-224 ◽  
Author(s):  
Matthias Scheutz ◽  
Scott A. DeLoach ◽  
Julie A. Adams
Keyword(s):  
Mental Models ◽  
Data Structures ◽  
Shared Mental Models ◽  
Related Factors ◽  
Computational Framework ◽  
Team Members ◽  
Human Agent ◽  
Pertinent Information ◽  
Organizational Science ◽  
Computational Processes

Converging evidence from psychology, human factors, management and organizational science, and other related fields suggests that humans working in teams employ shared mental models to represent and use pertinent information about the task, the equipment, the team members, and their roles. In particular, shared mental models are used to interact efficiently with other team members and to track progress in terms of goals, subgoals, achieved and planned states, as well as other team-related factors. Although much of the literature on shared mental models has focused on quantifying the success of teams that can use them effectively, there is little work on the types of data structures and processes that operate on them, which are required to operationalize shared mental models. This paper proposes the first comprehensive formal and computational framework based on results from human teams that can be used to implement shared mental models for artificial virtual and robotic agents. The formal portion of the framework specifies the necessary data structures and representations, whereas the computational framework specifies the necessary computational processes and their interactions to build, update, and maintain shared mental models.

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.

scholarly journals This is What We Do With the Rest of the Day! Exploring the Macro and Meso Levels of Elite Golf Performance

2017 ◽  
Vol 31 (2) ◽  
pp. 117-128 ◽  
Author(s):  
Thomas Davies ◽  
Dave Collins ◽  
Andrew Cruickshank
Keyword(s):  
Mental Models ◽  
Shared Mental Models ◽  
Team Members ◽  
Elite Level ◽  
Novel Processes

Despite substantial research in golf on preshot routines, our understanding of what elite golfers are or potentially should be focusing on beyond this phase of performance is limited. Accordingly, interviews were conducted with elite-level golfers and support practitioners to explore what golfers are and should be attending to before competition and between shots and holes. Results pointed to a number of important and novel processes for use at macro (i.e., precompetition) and meso (i.e., between shots and holes) levels, including the role of shared mental models across team members.

Balanced Leadership Case Studies

2021 ◽  
pp. 174-191
Author(s):  
Ralf Müller ◽  
Nathalie Drouin ◽  
Shankar Sankaran
Keyword(s):  
Mental Models ◽  
Case Studies ◽  
Project Manager ◽  
Project Team ◽  
Shared Mental Models ◽  
Cognitive Structures ◽  
Project Leadership ◽  
Team Members ◽  
Balanced Leadership ◽  
Cognitive Space

This book has presented a theory of project leadership from the perspective of balancing leadership between the project manager and horizontal leaders. The theory offers an explanation on how the shifting of leadership in projects between formally appointed leaders and project team members occurs, and how social and cognitive structures enable such shifts. This chapter draws on two Canadian case studies and applies the perspective of socio-cognitive space to understand how shifting of leadership was enabled. It shows the nature of the dimensions of socio-cognitive space; i.e., empowerment, efficacy, and shared mental models, how these processes evolve, and the role they play in supporting the dynamics of the shifting of leadership.

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.

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.

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.

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