Conversations across the table: shared cognition in top management teams

Abstract

Purpose This paper aims to examine the shared mental models (SMMs) of a top management team (TMT) using an emergent perspective in conditions of uncertainty. The paper examines how a TMT conversation represents an emergent cognitive process to reach an action for future planning. Design/methodology/approach The design uses an emergent SMM approach based on a TMT discussion in an uncertain context. Cognitive mapping techniques illustrate how concepts emerge and are structured. This approach addresses the need for an alternative to aggregate mapping methods and supports the notion of team cognition as an emergent and dynamic process. Findings Findings showed that the emergence of a SMM could be elicited and represented using cognitive mapping techniques. Domain knowledge and social relationships supported the emergence of shared knowledge relevant for action on team tasks. A SMM based on team contribution and concept connectivity was identified. Research limitations/implications The study is based on data collected from a recorded discussion in a quarterly company meeting, ten days before the UK’s original planned exit date, March 2019. Originality/value This research study contributes to the SMM and team cognition literature streams by examining the TMT’s shared understanding as an emergent process. Empirical studies using cognitive mapping techniques in this context are rare.

Cognitive mapping for strategic thinking and knowledge sharing

“…Well, the company you work for is no different – it would benefit from a visual way of being able to process shared decision-making. A research paper by Evans (2021) explores the shared mental models (SMMs) of one top management team (TMT), by analyzing their conversations in situations that lack certainty. The approach of cognitive mapping is used to facilitate this exploration, in determining how knowledge is used and transferred among team members.…”