Identifying a Shared Mental Model Among Incident Responders

2013 ◽  
Author(s):  
Robert Floodeen ◽  
John Haller ◽  
Brett Tjaden
Keyword(s):  
Mental Model ◽  
Shared Mental Model

scholarly journals 1129. Optimizing Feedback Strategies on the Infectious Diseases Inpatient Service

2020 ◽  
Vol 7 (Supplement_1) ◽  
pp. S593-S594
Author(s):  
Eva Clark ◽  
Prathit Kulkarni ◽  
Mayar Al Mohajer ◽  
Stacey Rose ◽  
Jose Serpa ◽  
...  
Keyword(s):  
Medical Education ◽  
Infectious Diseases ◽  
Clinical Education ◽  
Mental Model ◽  
Inpatient Service ◽  
Shared Mental Model ◽  
Effective Feedback ◽  
Medical Trainees ◽  
Feedback Strategies ◽  
Giving Feedback

Abstract Background Timely, efficient, and effective feedback strategies are crucial for enhancing faculty-trainee communication and trainee education. Here we describe attitudes, practices, and perceived behaviors regarding giving feedback to medical trainees rotating on Infectious Diseases (ID) inpatient consult services. Methods An anonymous survey on feedback strategies was distributed to our adult ID Section in February 2020 as part of a facilitated discussion on optimizing trainee clinical education. Results Twenty-six ID Section members completed the survey (18 faculty, 8 trainees). Most trainees (62.5%) and faculty (66.7%) felt that trainees are “sometimes” comfortable voicing concerns to faculty; however, no trainees but 11.1% of faculty indicated that trainees are “always” comfortable voicing concerns to faculty. Most trainees (87.5%) felt that conversations about team expectations occur “sometimes” or “often.” In contrast, most faculty (72.2%) felt that these conversations “always” occur. Although most faculty felt that both informal (94.4%) and formal (83.3%) feedback should be given to trainees, 22.2% of faculty responded that they do not explicitly use the term “feedback” when discussing feedback with a trainee. No trainees and 22.2% of faculty indicated that they utilize a feedback tool. Regarding quantity of feedback trainees perceive they receive from faculty, 37.5% of trainees felt they needed more feedback while 50% felt they received adequate feedback. Most faculty (88.9%) responded that they encourage trainees to give feedback to faculty, although most trainees (62.5%) responded “sometimes” regarding how comfortable they feel doing so. Conclusion In summary, we found differences between faculty and trainees regarding two important aspects of medical education: setting expectations and providing feedback. While most faculty feel that conversations regarding these topics occur invariably, trainees do not always share this perception. Trainees felt less comfortable voicing concerns and giving feedback to faculty than faculty perceived them to be. Overall, the data suggest that there is room for improvement to ensure that trainees and faculty are operating from a shared mental model regarding setting team expectations and providing/receiving feedback. Disclosures All Authors: No reported disclosures

Research on the influence of relation embeddedness on innovation performance of manufacturing supply chain alliances using expert fuzzy rule –intermediary role of shared mental model

2021 ◽  
pp. 1-8
Author(s):  
Guo Lifang ◽  
Cui Yuwen ◽  
Wu Yamin ◽  
Ma Jiaqi
Keyword(s):  
Supply Chain ◽  
Mental Model ◽  
Fuzzy Rule ◽  
Innovation Performance ◽  
Market Demand ◽  
Shared Mental Model ◽  
Rule Based System ◽  
Manufacturing Supply Chain ◽  
Intermediary Role

The innovation and development of manufacturing supply chain alliance is an important way for enterprises to meet the increasing market demand and maintain the competitive advantage. From the perspective of embeddedness, the research model of relation embeddedness on innovation performance of manufacturing supply chain was constructed based on AMOS. Shared mental model was selected as intermediary variable to study the influence of relation embeddedness, shared mental model and innovation performance of manufacturing supply chain alliances. Expert fuzzy rule based system is utilized for measuring the performance of manufacturing supply chain alliances. The conclusion shows that relation embeddedness is significantly positive shared mental model and innovation performance. Shared mental model is positively affects alliance innovation performance and plays a part of intermediary role between relational embedding and alliance innovation performance. Practice implicates that enhance the level of relation embeddedness can promote the formation of shared mental model and improve the innovation performance of manufacturing supply chain alliance.

Watch For Failing Objects: What Inappropriate Compliance Reveals About Shared Mental Models In Autonomous Cars

2021 ◽  
Vol 65 (1) ◽  
pp. 643-647
Author(s):  
Yosef S. Razin ◽  
Jack Gale ◽  
Jiaojiao Fan ◽  
Jaznae’ Smith ◽  
Karen M. Feigh
Keyword(s):  
Mental Models ◽  
Mental Model ◽  
False Positive Rate ◽  
Ground Truth ◽  
True Positive Rate ◽  
Shared Mental Models ◽  
Shared Mental Model ◽  
Autonomous Cars ◽  
Positive Rate ◽  
Dispositional Factors

This paper evaluates Banks et al.’s Human-AI Shared Mental Model theory by examining how a self-driving vehicle’s hazard assessment facilitates shared mental models. Participants were asked to affirm the vehicle’s assessment of road objects as either hazards or mistakes in real-time as behavioral and subjective measures were collected. The baseline performance of the AI was purposefully low (<50%) to examine how the human’s shared mental model might lead to inappropriate compliance. Results indicated that while the participant true positive rate was high, overall performance was reduced by the large false positive rate, indicating that participants were indeed being influenced by the Al’s faulty assessments, despite full transparency as to the ground-truth. Both performance and compliance were directly affected by frustration, mental, and even physical demands. Dispositional factors such as faith in other people’s cooperativeness and in technology companies were also significant. Thus, our findings strongly supported the theory that shared mental models play a measurable role in performance and compliance, in a complex interplay with trust.

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.

scholarly journals Similitudes y diferencias en la cultura laboral Mexicana: Elementos compartidos en equipos de organizaciones de diferente desempeño

2017 ◽  
Vol 8 (15) ◽  
Author(s):  
Joel Mendoza Gómez ◽  
Juan Rositas Martínez
Keyword(s):  
Mental Model ◽  
Group Analysis ◽  
Frame Of Reference ◽  
Work Culture ◽  
Shared Mental Model

Abstract: In this paper, the results of a study about the Mexican work culture are presented, by utilizing the identification of elements of the frame of reference or mental model of workers in Mexican organizations. Recognizing the progress of the study of Mexican work culture because of its importance, we considered convenient to proceed studying this topic, results are presented about share mental model among the duality of work culture – social culture.The conclusions of the study reinforce the existence of similitudes and differences on the Mexican work culture that shows the influence of the national culture.Key words: Work culture, Shared Mental Model, Associative Group Analysis, Mexican workers, and subjective meaning.Resumen: En este trabajo, se presenta un estudio de la cultura laboral mexicana, mediante la identificación de elementos del marco de referencia o la forma de pensar de trabajadores de organizaciones mexicanas sobre el aspecto laboral. Aún cuando existen avances en el estudio de la cultura del trabajo en México, debido a la importancia de este tema, es conveniente continuar avanzando en estudios que permitan ir clarificando la tendencia de lacultura de trabajo. Los resultados obtenidos reflejan la existencia de similitudes y diferencias en la cultura laboral mexicana que reflejan la influencia de la cultura nacional o social en dicha cultura.Palabras clave: cultura laboral, modelo mental compartido, trabajadores mexicanos, Análisis Asociativo Grupal, significado subjetivo.

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