scholarly journals Facet personality and surface-level diversity as team mental model antecedents: Implications for implicit coordination.

2012 ◽  
Vol 97 (4) ◽  
pp. 825-841 ◽  
Author(s):  
David M. Fisher ◽  
Suzanne T. Bell ◽  
Erich C. Dierdorff ◽  
James A. Belohlav
Keyword(s):  
Mental Model ◽  
Surface Level ◽  
Team Mental Model ◽  
Implicit Coordination

Building team effectiveness through adaptation: Team knowledge and implicit and explicit coordination

2019 ◽  
Vol 9 (2-3) ◽  
pp. 71-98 ◽  
Author(s):  
Ramón Rico ◽  
Cristina B. Gibson ◽  
Miriam Sánchez-Manzanares ◽  
Mark A. Clark
Keyword(s):  
Team Performance ◽  
Mental Model ◽  
Adaptive Response ◽  
Team Effectiveness ◽  
Structural Characteristics ◽  
Team Adaptation ◽  
Team Mental Model ◽  
Implicit And Explicit ◽  
Implicit Coordination ◽  
Action Phases

We develop a theory of team adaptation that centers on team knowledge structures and coordination processes. Specifically, we explain that when a team’s task changes, there may be a disruption in the extent to which their team mental model (TMM) fits the current situation. Whether this is the case is likely to depend on team compositional factors, emergent states, and structural characteristics of the team. When there is a lack of correspondence between the TMM and the situation, this then requires a shift in the extent to which the team uses implicit or explicit coordination processes. We also explain that the team performance phase matters, such that during action phases, a prevalence of implicit coordination relative to explicit coordination results in greater effectiveness; during a transition phase, the opposite is likely. In this way, we address central questions in the field: what types of task changes require team adaptive response, what happens during the adaptation process, and how this influences team effectiveness over time.

Collaborative Technology and Dimensions of Team Cognition

2013 ◽  
Vol 4 (3) ◽  
pp. 22-37 ◽  
Author(s):  
Hayward P. Andres
Keyword(s):  
Mental Model ◽  
Team Learning ◽  
Second Order ◽  
Team Cognition ◽  
First Order ◽  
Interaction Quality ◽  
Order Construct ◽  
Team Mental Model ◽  
Learning Team ◽  
Collaboration Mode

The purpose of this study was to explore team cognition as a multidimensional activity comprised of team learning, team reflexivity, and team mental model during project teamwork. A laboratory experiment was conducted to examine the effects of two different modes of collaboration – face-to-face and technology-mediated collaboration on team cognition and its subsequent impact on task outcomes. Team cognition was represented as a second-order construct comprised of three first-order dimensions. A direct-observation rating scale used to derive measures of the first-order dimensions was shown to have strong psychometric properties. The partial least squares method was used to test a structural equation model where the second-order construct was presented as a mediator between collaboration mode and task outcomes (productivity and interaction quality). As hypothesized, team cognition significantly influenced productivity and interaction quality outcomes. Further, collaboration mode significantly improved team cognition through its specific effects on the team learning, team reflexivity, and team mental model development. The main contribution of the study lies in its finding that team cognition can be viewed as a hierarchical construct that accounts for distinct yet cognition-related behaviors. This finding offers an extension to current related research models and identifies behavioral indicators that can be monitored by project managers in developing prescriptive measures aimed at promoting project success.

Let's Think Together! Assessing Shared Mental Models, Performance, and Trust in Human-Agent Teams

2022 ◽  
Vol 6 (GROUP) ◽  
pp. 1-29
Author(s):  
Beau G. Schelble ◽  
Christopher Flathmann ◽  
Nathan J. McNeese ◽  
Guo Freeman ◽  
Rohit Mallick
Keyword(s):  
Mental Model ◽  
Cooperative Work ◽  
Computer Supported Cooperative Work ◽  
Team Composition ◽  
Team Cognition ◽  
Human Agent ◽  
Unique Nature ◽  
Agent Teams ◽  
Team Mental Model ◽  
The Impact

An emerging research agenda in Computer-Supported Cooperative Work focuses on human-agent teaming and AI agent's roles and effects in modern teamwork. In particular, one understudied key question centers around the construct of team cognition within human-agent teams. This study explores the unique nature of team dynamics in human-agent teams compared to human-human teams and the impact of team composition on perceived team cognition, team performance, and trust. In doing so, a mixed-method approach, including three team composition conditions (all human, human-human-agent, human-agent-agent), completed the team simulation NeoCITIES and completed shared mental model, trust, and perception measures. Results found that human-agent teams are similar to human-only teams in the iterative development of team cognition and the importance of communication to accelerating its development; however, human-agent teams are different in that action-related communication and explicitly shared goals are beneficial to developing team cognition. Additionally, human-agent teams trusted agent teammates less when working with only agents and no other humans, perceived less team cognition with agent teammates than human ones, and had significantly inconsistent levels of team mental model similarity when compared to human-only teams. This study contributes to Computer-Supported Cooperative Work in three significant ways: 1) advancing the existing research on human-agent teaming by shedding light on the relationship between humans and agents operating in collaborative environments, 2) characterizing team cognition development in human-agent teams; and 3) advancing real-world design recommendations that promote human-centered teaming agents and better integrate the two.

Enhancing Team Mental Model Measurement with Performance Appraisal Practices

2000 ◽  
Vol 3 (4) ◽  
pp. 307-322 ◽  
Author(s):  
Sheila Simsarian Webber ◽  
Gilad Chen ◽  
Stephanie C. Payne ◽  
Sean M. Marsh ◽  
Stephen J. Zaccaro
Keyword(s):  
Performance Appraisal ◽  
Mental Model ◽  
Team Mental Model ◽  
Model Measurement

scholarly journals The Effects of Team Mental Model Complexity on Team Information Search and Performance Trajectories

2021 ◽  
pp. 105960112110232
Author(s):  
Sjir Uitdewilligen ◽  
Mary J. Waller ◽  
Robert A. Roe ◽  
Peter Bollen
Keyword(s):  
Information Search ◽  
Business Strategy ◽  
Mental Model ◽  
Longitudinal Research ◽  
Model Complexity ◽  
Complex Environments ◽  
And Performance ◽  
Team Mental Model ◽  
Model Similarity ◽  
Over Time

Drawing on the concept of requisite complexity, we propose that mental model complexity is crucial for teams to thrive in dynamic complex environments. Using a longitudinal research design, we examined the influence of team mental model complexity on team information search and performance trajectories in a sample of 64 teams competing in a business strategy simulation over time. We found that team information search positively influences performance growth over time. More specifically, and consistent with requisite complexity, we found that mental model complexity positively influences both performance growth and information search over time, above and beyond the effects of mental model similarity and accuracy.

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