Agents with shared mental models for enhancing team decision makings

Yen, John; Fan, Xin; Sun, Shuang; Hanratty, Timothy; Dumer, John

doi:10.1016/j.dss.2004.06.008

Cited by 86 publications

(56 citation statements)

References 18 publications

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“…Whilst it is debatable whether in fact different types of knowledge (declarative, procedural) are more or less amenable to sharing (e.g., procedural knowledge or knowledge of how to perform a task is more likely to be specialised) (Banks & Millward, 2007), most agree that there may be complex task conditions under which the most optimal team strategy is to both share and distribute knowledge to minimise individual cognitive overload (Edwards, Day, Arthur & Bell, 2006;Griepentrog, & Fleming, 2003;Yen, Fan, Sun, Hanratty, & Dumer, 2006). In support, Griepentrog and Fleming (2003) found that shared -as in similar or identical mental models, were only related to performance in less complex tasks requiring a high degree of interdependence.…”

Section: Proposition 5 Cognitive States -Shared Cognitionmentioning

confidence: 99%

Effective self‐regulating teams: a generative psychological approach

Millward

Banks

Riga

2010

Team Performance Management: An International Journal

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PurposeThe purpose of this paper is to describe and defend a generative model for understanding effective self‐regulating teams from a distinctively psychological perspective that has implications for both research and practice.Design/methodology/approachThe paper complements Hackman's work on the critical conditions for effecting “self‐regulated” teamwork with an understanding of team psychology, as the basis for evolving a propositional model of effective teamwork.FindingsAssuming various structural pre‐requisites, it is proposed that effective teamwork is generated by a social self‐identification process, upon which there are “emergent states” across affective (commitment, cohesion), motivational (drive to secure and maintain positive self‐esteem), cognitive (shared cognition) and behavioural (intra‐team and inter‐team processes) dimensions.Research limitations/implicationsConsiderations for further testing, conceptual and methodological refinement, are highlighted.Practical implicationsThe model affords clear pragmatic implications for leveraging more effective teamwork in organizational contexts.Originality/valueThe propositional model in the paper integrates and builds on previous thinking into a more generative understanding of effective team work (i.e. what makes teamwork possible and how can this be sustained) that takes into account the importance of context in accounting for team success.

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Section: Proposition 5 Cognitive States -Shared Cognitionmentioning

confidence: 99%

Effective self‐regulating teams: a generative psychological approach

Millward

Banks

Riga

2010

Team Performance Management: An International Journal

View full text Add to dashboard Cite

show abstract

“…Other examples of organizational modeling are found in the agent-based simulation literature (Loper et al 2005;Yen et al 2006). Loper and Presnell (2005) used an agent-based simulation model of the Georgia Emergency Management Agency to evaluate the performance of the agency at the individual and at the aggregate level.…”

Section: Simulation Modelsmentioning

confidence: 99%

“…Examples of these models are STEAM (Tambe 1998), CAST (Yen et al 2006), and R-CAST (Fan et al 2007). Agents in these models have pre-defined roles and work in a dynamic job environment.…”

Section: Agent-based Modeling Of Teamsmentioning

confidence: 99%

“…Teamwork simulation models found in the literature use a rigid structure to model the job to be performed by the team (Christiansen et al 1997;Kunz et al 1998;Yen et al 2006). A rigid structure means that teams always perform the same tasks to complete a specific job, and the dependencies between the tasks are always enforced.…”

Section: Simulation Modelsmentioning

confidence: 99%

“…Loper and Presnell (2005) used an agent-based simulation model of the Georgia Emergency Management Agency to evaluate the performance of the agency at the individual and at the aggregate level. Yen et al (2006) developed an agent-based architecture to model team processes, including components necessary to represent teamwork like share mental model, and goal management. These two research efforts provide good examples on how to model teams using agent-based simulation.…”

Section: Simulation Modelsmentioning

confidence: 99%

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