Technology-Mediated Collaboration, Shared Mental Model and Task Performance

2012 ◽  
Vol 24 (1) ◽  
pp. 64-81 ◽  
Author(s):  
Hayward P. Andres
Keyword(s):  
Social Influence ◽  
Direct Observation ◽  
Mental Model ◽  
Social Impact ◽  
Model Development ◽  
Research Approach ◽  
Team Process ◽  
Shared Mental Model ◽  
Team Productivity ◽  
The Impact

This study takes a direct observation research approach to examine how the impact of collaboration mode on team productivity and process satisfaction is mediated by shared mental model. Team cognition and social impact theories are integrated to provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development and its subsequent impact on task outcomes. Partial least squares analysis revealed that technology-mediated collaboration impacts shared mental model development. The results also demonstrate that timely and accurate development of shared mental model facilitates increases in both productivity and team process satisfaction. Direct observation of team process behaviors suggests that collaboration modes differ not only in their impact on communication facilitation but efficacy-based, motivational, and social influence factors (e.g., self-efficacy and team-efficacy, perceived salience and credibility of contributions, social influence on action, etc.) as well. Shared mental model development requires quality communication among team members that are motivated to participate by a positive team climate that promotes idea convergence.

Shared Mental Model Development During Technology-Mediated Collaboration

2012 ◽  
pp. 125-142
Author(s):  
Hayward P. Andres
Keyword(s):  
Group Action ◽  
Mental Model ◽  
Social Impact ◽  
Team Member ◽  
Action Theory ◽  
Model Development ◽  
Shared Mental Model ◽  
Impact Theory ◽  
Task Requirements ◽  
Execution Strategy

This study examines how collaboration mode – face-to-face and videoconferencing technology-mediated virtual teams - shapes negotiated shared interpretation of ideas needed for shared mental model construction. Social impact theory and group action theory provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development. Social impact theory suggests that team member behavior is affected by 1) influential members, 2) number of members, and 3) proximity. Group action theory proposes that team member behavior is guided by 1) assessment of task requirements, 2) adopted task strategy, and 3) evaluation of task solution. This study argues that technology-mediated collaboration will exhibit lower participation rates and intra-team communication deficiencies while developing a shared mental model of task requirements, strategy and status. Partial least squares analysis revealed that technology-mediated collaboration does impact shared mental model development. Observers noted that decision making effectiveness and timeliness regarding task execution strategy and solution content was facilitated by a shared understanding of the task context. The study also confirmed the utility of direct observation for studying communication behaviors and social interaction in the development of shared mental model and teamwork.

Shared Mental Model Development During Technology-Mediated Collaboration

2011 ◽  
Vol 7 (3) ◽  
pp. 14-30 ◽  
Author(s):  
Hayward P. Andres
Keyword(s):  
Virtual Teams ◽  
Group Action ◽  
Mental Model ◽  
Social Impact ◽  
Team Member ◽  
Action Theory ◽  
Model Development ◽  
Shared Mental Model ◽  
Impact Theory ◽  
Task Requirements

This study examines how collaboration mode – face-to-face and videoconferencing technology-mediated virtual teams - shapes negotiated shared interpretation of ideas needed for shared mental model construction. Social impact theory and group action theory provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development. Social impact theory suggests that team member behavior is affected by 1) influential members, 2) number of members, and 3) proximity. Group action theory proposes that team member behavior is guided by 1) assessment of task requirements, 2) adopted task strategy, and 3) evaluation of task solution. This study argues that technology-mediated collaboration will exhibit lower participation rates and intra-team communication deficiencies while developing a shared mental model of task requirements, strategy and status. Partial least squares analysis revealed that technology-mediated collaboration does impact shared mental model development. Observers noted that decision making effectiveness and timeliness regarding task execution strategy and solution content was facilitated by a shared understanding of the task context. The study also confirmed the utility of direct observation for studying communication behaviors and social interaction in the development of shared mental model and teamwork.

Team Learning and Reflexivity in Technology-Mediated Collaboration

2013 ◽  
pp. 302-317
Author(s):  
Hayward P. Andres
Keyword(s):  
Information Exchange ◽  
Social Impact ◽  
Team Learning ◽  
Collaborative Problem Solving ◽  
Research Approach ◽  
Team Interactions ◽  
Team Productivity ◽  
Solution Accuracy ◽  
Collocated Teams ◽  
Learning Team

This study examines technological, educational/learning, and social affordances associated with the facilitation of team learning during technology-mediated collaborative problem solving. An empirical interpretive research approach using direct observation is used to interpret, evaluate and rate observable manifested behaviors and qualitative content (i.e., discussions) associated with team learning and team reflexivity. The theory of affordances and social impact theory are integrated to develop a conceptual model that asserts that collaboration mode (collocated vs. non-collocated and videoconferencing supported) will dictate the quality of information exchange, progressive elaboration of ideas, and the social processes that influence team learning. Team learning is then suggested to give rise to task and social reflexivity behaviors aimed at monitoring and evaluating acquired understanding, adaptation of task strategy, and maintenance of quality intra-team interactions. Results showed that collocated teams did engage in better quality team learning behaviors. Further, persistent reflection on task progress and solution accuracy yielded better team productivity while maintenance of a mutual supportive and positive climate yielded higher perceived quality interpersonal interactions. Theoretical, methodological and practical implications of the study are also discussed.

Implementation and dissemination of a shared mental model of palliative oncology.

2019 ◽  
Vol 37 (31_suppl) ◽  
pp. 58-58
Author(s):  
Sarah F. D'Ambruoso ◽  
John A. Glaspy ◽  
Neil Wenger ◽  
Christopher Pietras ◽  
Kauser Ahmed ◽  
...  
Keyword(s):  
Advanced Cancer ◽  
Mental Model ◽  
Care Delivery ◽  
Communication Training ◽  
Audit And Feedback ◽  
Goals Of Care ◽  
Shared Mental Model ◽  
Early Integration ◽  
Referral Rates ◽  
The Impact

58 Background: American Society of Clinical Oncology guidelines support early integration of palliative care (PC) into standard oncology practice; however, little is known as to whether improved outcomes can be achieved by modifying health care delivery and training oncology providers. Methods: We report our five year experience of embedding a nurse practitioner (NP) in an oncology clinic (March 2014-March 2019) to develop a shared mental model (SMM) of early, concurrent advance care planning (ACP) and PC as well as the collaborative effort to further disseminate this SMM throughout the Division of Hematology-Oncology using communication training, quality measurement, audit and feedback, leadership support, and monthly collaborative meetings. We developed PC quality metrics (process measures and end of life utilization measures) using a validated advanced cancer denominator. We used these measures to evaluate the impact of the PC-NP program (2014-2019) and provide individualized metric packets to each oncologist in the context of an annual half-day interactive communication training sessions (1-hr didactic, 3-hr small group role-play) each spring and monthly implementation team meetings from 2017-2019. Results: Compared to patients with advanced cancer not seen by the PC-NP program, patients who are enrolled in the program have higher rates of goals of care note documentation (80% vs. 17%, p < 0.01), higher rates of Physician Orders for Life Sustaining Treatment (POLST) completion (19% vs. 5%, p < 0.01), higher referral rates to the psychosocial oncology program (51% vs. 25%, p < 0.01), and higher referral rates to hospice (60% vs. 33%, p < 0.01). Among decedents, there was less hospital use (12 vs. 18 days) and ICU use (1.5 vs. 2.6 days) in the last 6 months of life. Since spring 2017, 19/21 NP’s, 64/68 physicians, and 17/20 fellows have participated in communication training. Among all patients with advanced cancer, goals of care note documentation has improved from 3% in March 2014 to 21% in March 2019. Conclusions: Embedding a trained PC-NP in oncology clinics to deliver upstream PC to patients on active treatment can lead to opportunities for development and dissemination of a SMM that translates into better primary and specialist PC.

Holistic Product Analysis within Technological Changes, as Instrument for Product Sustainability Improvement

2014 ◽  
Vol 657 ◽  
pp. 996-1000 ◽  
Author(s):  
Vasile Merticaru ◽  
Marius Ionuţ Rȋpanu ◽  
Teodora Monica Runcanu ◽  
Marius Mihai Nechita ◽  
Sorin Constantin Minciu
Keyword(s):  
Aluminium Alloy ◽  
Social Impact ◽  
Spare Part ◽  
Body Part ◽  
Maturity Stage ◽  
Research Approach ◽  
Technological Changes ◽  
Product Analysis ◽  
Product Lifecycle ◽  
The Impact

The presented research approach is oriented toward the general problem of industrial products sustainability and the idea of extending the product maturity stage within the Product Lifecycle is more specifically targeted. As strategic solution in this sense, the intervention in later stages of product lifecycle and not only in early stages of product development is proposed. More particularly, a holistic product analysis upon such technological changes, as valuable instrument for product sustainability improvement, is subjected to study in the paper. Béhars principles for Holistic Product Design are translated as criteria for alternative product analysis within the research approach. As case study, the paper solves the problem of a comparative holistic analysis upon two industrial technologies for some particular automotive spare part, respectively for two clutch housing solutions. The two analyzed technologies consider, as first variant, the clutch housing manufactured as single body part machined from a cast aluminium alloy blank and as replacing variant, the clutch housing manufactured as assembled product from a formed sheet metal cover and three machined aluminium alloy segments. An economic efficiency analysis and a LCIA approach with the evaluation of the EI99 scores have been also developed for the considered technological change process and the obtained results are included in the paper. Finally, some adequate conclusions of the research approach are presented, oriented mainly in the direction of the impact of the technological changes upon the product sustainability improvement, criteria such as producer economic vitality, environment damage or social impact being discussed.

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