Team cognition: Understanding the factors that drive process and performance.

2004 ◽  
Keyword(s):  
Team Cognition ◽  
And Performance

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

Team Cognition, Collective Efficacy, and Performance in Strategic Decision-Making Teams

2012 ◽  
Vol 40 (3) ◽  
pp. 381-394 ◽  
Author(s):  
Huey-Wen Chou ◽  
Yu-Hsun Lin ◽  
Shyan-Bin Chou
Keyword(s):  
Decision Making ◽  
Collective Efficacy ◽  
Team Performance ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Team Cognition ◽  
Mediating Role ◽  
Collective Mind ◽  
And Performance ◽  
The Impact

With the growing use of teamwork for strategic decision making in organizations, an understanding of the teamwork dynamics in the strategic decision-making process is critical for both researchers and practitioners. By conceptualizing team cognition in terms of a transactive memory system (TMS) and collective mind, in this study we explored the relationships among TMS, collective mind, and collective efficacy and the impact of these variables on team performance. Longitudinal data collected from 98 undergraduates were analyzed. Neither the TMS–team performance relationship nor the collective mind–team performance relationship was significant. Collective efficacy was found to play a mediating role in such relationships. We concluded that team cognition with collective efficacy is beneficial for understanding teamwork dynamics in strategic decision making.

scholarly journals Building the infrastructure: The effects of role identification behaviors on team cognition development and performance.

2010 ◽  
Vol 95 (1) ◽  
pp. 192-200 ◽  
Author(s):  
Matthew J. Pearsall ◽  
Aleksander P. J. Ellis ◽  
Bradford S. Bell
Keyword(s):  
Team Cognition ◽  
Role Identification ◽  
And Performance

The cognitive underpinnings of effective teamwork: a continuation

2017 ◽  
Vol 22 (5) ◽  
pp. 507-519 ◽  
Author(s):  
Jessica Mesmer-Magnus ◽  
Ashley A. Niler ◽  
Gabriel Plummer ◽  
Lindsay E. Larson ◽  
Leslie A. DeChurch
Keyword(s):  
Team Performance ◽  
Meta Analysis ◽  
Unique Contribution ◽  
Team Cognition ◽  
Team Process ◽  
Content Type ◽  
Team Research ◽  
And Performance ◽  
Meta Analyses

Purpose Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic examination into the role of team cognition in team process and performance, and documented the unique contribution of team cognition to these outcomes while controlling for the motivational dynamics of the team. Research on team cognition has exploded since the publication of DeChurch and Mesmer-Magnus’ meta-analysis, which raises the question: to what extent do the effect sizes reported in their 2010 meta-analysis still hold with the inclusion of newly published research? The paper aims to discuss this issue. Design/methodology/approach The authors updated DeChurch and Mesmer-Magnus’ meta-analytic database with newly published studies, nearly doubling its size, and reran their original analyses examining the role of team cognition in team process and performance. Findings Overall, results show consistent effects for team cognition in team process and performance. However, whereas originally compilational cognition was more strongly related to both team process and team performance than was compositional cognition, in the updated database, compilational cognition is more strongly related to team process and compositional cognition is more strongly related to team performance. Originality/value Meta-analyses are only as generalizable as the databases they are comprised of. Periodic updates are necessary to incorporate newly published studies and confirm that prior findings still hold. This study confirms that the findings of DeChurch and Mesmer-Magnus’ (2010) team cognition meta-analysis continue to generalize to today’s teams.

A Framework for Human-Technology Social Systems

2020 ◽  
pp. 281-309
Author(s):  
Monika Lohani ◽  
Eric G. Poitras ◽  
Charlene Stokes
Keyword(s):  
Social Systems ◽  
Social Process ◽  
Autonomous Systems ◽  
Situational Factors ◽  
Virtual Agents ◽  
Team Cognition ◽  
Team Interaction ◽  
And Performance ◽  
Systems Framework ◽  
Learning And Performance

Advancements in semi- and fully-autonomous systems have made human-technology interaction a dynamic and social process. In this chapter, the authors highlight the importance of interpersonal interactions between human and technology and how they can be modeled, tracked, and fostered in the context of adaptive instructional systems. They will first introduce a human-technology social systems framework, which integrates individual factors (human and technology), situational factors (e.g., stress), and team interaction-relevant factors (e.g., communication and team cognition) that contribute to various team-related outcomes (e.g., learning and performance). Using examples from interactive virtual agents and educational technology, they discuss attributes of technology that should be considered to optimize joint learning and performance in applied contexts. The proposed framework points to novel research directions and is likely to offer an understanding of mechanisms that could enhance learning opportunities in diverse socioemotional contexts.

Evaluating the Relationship between Team Performance and Joint Attention with Longitudinal Multivariate Mixed Models

2016 ◽  
Vol 60 (1) ◽  
pp. 740-744
Author(s):  
Michael T. Tolston ◽  
Adam J. Strang ◽  
Gregory J. Funke ◽  
Brent Miller ◽  
Rebecca Brown ◽  
...  
Keyword(s):  
Joint Attention ◽  
Team Performance ◽  
Mixed Models ◽  
Time On Task ◽  
Team Cognition ◽  
Task Constraints ◽  
And Performance ◽  
The Relationship ◽  
Negative Relationships ◽  
Insight Into

Previous research indicates that measures of joint attention provide unique insight into team cognition and performance. In this study, we examined the effects of practice and joint attention on team performance improvement using multivariate mixed models, with an emphasis on exploring the correlation structure between the variances in growth trajectories of team performance and joint attention around estimated means. Observed patterns in team performance showed time dependent trends well known in a variety of learning contexts, including non-linear growth, performance retention, and performance retention loss between multiple practice sessions. Joint attention was found to decrease non-linearly over time, starting out comparatively high and decreasing as a function of time on task. Additionally, we found evidence of negative relationships between joint attention and team performance in our task environment, and we established that joint attention was significantly higher than the chance levels that would be expected by task-constraints alone.

Examining Teamwork of Space Crewmembers and Mission Control Personnel Under Crew Autonomy: A Multiteam System Perspective

2020 ◽  
Vol 64 (1) ◽  
pp. 164-168
Author(s):  
Ute Fischer ◽  
Kathleen Mosier
Keyword(s):  
Space Mission ◽  
Team Cognition ◽  
System Perspective ◽  
Space Operations ◽  
Future Space ◽  
Task Cohesion ◽  
Task Success ◽  
Mission Control ◽  
And Performance ◽  
Mission Simulation

Introducing crew autonomy into the design of future space operations will involve a change in how responsibilities are distributed between crew and mission control and may disrupt the functioning of the space/ground multiteam system (MTS). During a 4-month space mission simulation we collected survey data from crewmembers and mission controllers tapping their team concept, perception of MTS cohesion and efficacy, task work and performance. Preliminary analyses indicate some aspects of team cognition that may be affected by crew autonomy. Crewmembers’ and mission controllers’ team concepts centered on members of their own component teams rather than the MTS. Mission controllers perceived higher cohesion— especially higher task cohesion—with crewmembers than vice-versa and were more likely than crewmembers to express high confidence in the efficacy of the MTS. While mission controllers and crewmembers expressed comparable levels of satisfaction with task performance, they disagreed on how much each component team contributed to task success.

Transmission Scanning Electron Microscopy and Energy Analysis with the Siemens ELMISKOP 101

1972 ◽  
Vol 30 ◽  
pp. 450-451
Author(s):  
H. M. Thieringer
Keyword(s):  
Objective Lens ◽  
Transmission Microscopy ◽  
Image Recording ◽  
Mode Of Operation ◽  
Scanning Transmission ◽  
Electron Microscopes ◽  
And Performance ◽  
Convergent Beam ◽  
Ray Path ◽  
Beam Diffraction

It has repeatedly been show that with conventional electron microscopes very fine electron probes can be produced, therefore allowing various micro-techniques such as micro recording, X-ray microanalysis and convergent beam diffraction. In this paper the function and performance of an SIEMENS ELMISKOP 101 used as a scanning transmission microscope (STEM) is described. This mode of operation has some advantages over the conventional transmission microscopy (CTEM) especially for the observation of thick specimen, in spite of somewhat longer image recording times.Fig.1 shows schematically the ray path and the additional electronics of an ELMISKOP 101 working as a STEM. With a point-cathode, and using condensor I and the objective lens as a demagnifying system, an electron probe with a half-width ob about 25 Å and a typical current of 5.10-11 amp at 100 kV can be obtained in the back focal plane of the objective lens.

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