𝔖 Bobbio Scriptorium
✦   LIBER   ✦

Mental models, team mental models, and performance: Process, development, and future directions

✍ Scribed by Janice Langan-Fox; Jeromy Anglim; John R. Wilson

Publisher
John Wiley and Sons
Year
2004
Tongue
English
Weight
205 KB
Volume
14
Category
Article
ISSN
1090-8471

No coin nor oath required. For personal study only.

✦ Synopsis

Abstract

Since the 1940s, researchers have grappled with the notion of a mental model. The concept is eminently reasonable and somewhat seductive, but presents us with a number of difficulties regarding its incompleteness, multiplicity, and inconsistency. Not the least of these difficulties is the problem of β€œcapturing” (measuring) mental models, and still more difficult, capturing a team mental model, an extension of the earlier term. Once captured, finding an appropriate analytic procedure to analyze team mental models has challenged researchers for a long time. Nonetheless, the literature suggests that the construct is well worth the trouble, with many applied benefits especially to industry. In the present work we set out to (a) review the notion of team mental models (TMM); (b) identify the key concepts and thinking behind their development; (c) demonstrate how they support teamworking performance; and (d) outline a three‐phase model of TMM development. Details on TMM measurement are given, before concluding with a discussion of the difficulties facing researchers who wish to study and utilize the notion, and some of the pressing research issues that need investigation. Β© 2004 Wiley Periodicals, Inc. Hum Factors Man 14: 331–352, 2004.

πŸ“œ SIMILAR VOLUMES

Team mental models and team performance:
Team mental models and team performance: a field study of the effects of team mental model similarity and accuracy
✍ Beng-Chong Lim; Katherine J. Klein πŸ“‚ Article πŸ“… 2006 πŸ› John Wiley and Sons 🌐 English βš– 136 KB

## Abstract We conducted a field study of 71 action teams to examine the relationship between team mental model similarity and accuracy and the performance of real‐world teams. We used Pathfinder to operationalize team members' taskwork mental models (describing team procedures, tasks, and equipmen

Extracting team mental models through te
Extracting team mental models through textual analysis
✍ Kathleen M. Carley πŸ“‚ Article πŸ“… 1997 πŸ› John Wiley and Sons 🌐 English βš– 271 KB

An approach, called map analysis, for extracting, analyzing and combining representations of individual's mental models as cognitive maps is presented. This textual analysis technique allows the researcher to extract cognitive maps, locate similarities across maps, and combine maps to generate a tea

Cognitive divergence and shared mental m
Cognitive divergence and shared mental models in software development project teams
✍ Laurie L. Levesque; Jeanne M. Wilson; Douglas R. Wholey πŸ“‚ Article πŸ“… 2001 πŸ› John Wiley and Sons 🌐 English βš– 115 KB

## Abstract This study examined the development of shared mental models in software development teams over time. Contrary to predictions, team members' mental models about the group's work and each other's expertise did not become more similar over time. Structural equation modelling revealed that

Mental models and transformative learnin
Mental models and transformative learning: The key to leadership development?
✍ Homer H. Johnson πŸ“‚ Article πŸ“… 2008 πŸ› John Wiley and Sons 🌐 English βš– 57 KB

## Abstract What separates successful leaders from unsuccessful ones is their mental models or meaning structures, not their knowledge, information, training, or experience per se. Thus the development of leaders should focus on acquisition of new mental models, models that offer more valid and use

Team mental models in a team knowledge f
Team mental models in a team knowledge framework: expanding theory and measurement across disciplinary boundaries
✍ Susan Mohammed; Brad C. Dumville πŸ“‚ Article πŸ“… 2001 πŸ› John Wiley and Sons 🌐 English βš– 154 KB

## Abstract Because research on team mental models is still in its formative stages, there is a need for continued conceptual development of the construct and direct empirical support linking team mental models to team outcomes. Researchers in other fields have developed concepts that are distinct