Team mental models and team performance: a field study of the effects of team mental model similarity and accuracy

Lim, Bo-Mi; Klein, Katherine J.

doi:10.1002/job.387

Cited by 476 publications

(511 citation statements)

References 28 publications

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“…Although significant research has focused on exploring the potential benefits of these two cognitions on outcomes such as team performance and satisfaction (e.g., Austin, 2003;Edwards, Day, Arthur, & Bell, 2006;Ellis, 2006;Lewis, 2003;Pearsall & Ellis, 2006) as well as identifying their potential antecedents (e.g., Marks, Zaccaro, & Mathieu, 2000;Marks, Sabella, Burke, & Zaccaro, 2002), the processes and developmental phases underlying their emergence in newly formed teams have yet to be explored (e.g., Ilgen et al, 2005;Kozlowski & Bell, 2003;Lim & Klein, 2006;Mohammed & Dumville, 2001). It is clear that shared cognition does not develop automatically; it requires team members to engage in purposeful interpersonal interactions directed towards understanding their teammates' roles and capabilities (see Kozlowski, Gully, Nason & Smith, 1999;Lewis, Lange, & Gillis, 2005).…”

Section: Team Cognition Developmentmentioning

confidence: 99%

Building the infrastructure: The effects of role identification behaviors on team cognition development and performance.

Pearsall¹,

Ellis²,

Bell³

2010

Journal of Applied Psychology

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The primary purpose of this study was to extend theory and research regarding the emergence of mental models and transactive memory in teams. Utilizing Kozlowski et al. 's (1999) model of team compilation, we examine the effect of role identification behaviors and argue that such behaviors represent the initial building blocks of team cognition during the role compilation phase of team development. We then hypothesized that team mental models and transactive memory would convey the effects of these behaviors onto team performance in the team compilation phase of development. Results from 60 teams working on a command and control simulation supported our hypotheses. AbstractThe primary purpose of this study was to extend theory and research regarding the

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Section: Team Cognition Developmentmentioning

confidence: 99%

Building the infrastructure: The effects of role identification behaviors on team cognition development and performance.

Pearsall¹,

Ellis²,

Bell³

2010

Journal of Applied Psychology

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“…Previous research has shown that the components of a group's mental model about the task may include understanding of the nature of the problem; the task(s) and subtasks; task-related constraints; strategies, procedures, or contingencies; and measures of success of failure (Cannon-Bowers, et al, 1993;Klimoski & Mohammed, 1994;Lim & Klein, 2006;Rentsch & Woehr, 2004). The interview protocol elicited information about these elements, and they were used as the basis for content analysis of responses.…”

Section: Task Mental Modelmentioning

confidence: 99%

The impact of group interaction on shared cognition: An analysis of small group communication

Matteson

2007

Proc of Assoc for Info

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Emerita, College of Information StudiesFlowing from research that shows that shared mental models have a significant impact on team performance, this research investigated how small group communication influences the development of shared mental models in a committee of public librarians addressing a problem-solving task. It is a qualitative research study that examines the influence of communication theme, function, role, channel, and rule, on the group!s development of shared mental models about their task and about their team interaction.Over a period of a year, data were collected from the group's meetings, email messages, group documents, and interviews with each participant. The data were analyzed using several existing coding schemes and qualitative coding. The data indicate that within the group there was a strong superficial convergence around the task mental model and the team interaction mental model but a weaker convergence at a deeper level. iii Acknowledgments Special thanks to the members of the Accountability Group who welcomed me with great warmth and respect, and to the Library Director, for inviting me in to the organization. Thanks also to the administrators from other organizations who enthusiastically volunteered their groups to participate. Your commitment to research is much appreciated.My grateful thanks go to my advisor, Dr. Marilyn Domas White, and to the members of my committee, Dr. Vedat Diker, Dr. Ping Wang, Dr. Ann Carlson Weeks, and Dr.Andrew Wolvin. Thank you for your encouragement, patience, and feedback.To my colleagues at Kent State University, particularly Dr. Richard Rubin, Dr.Carolyn Brodie, Dr. Belinda Boon, Ms. Camille Smith, and Ms. Tiffany Wang-thanks for your kind words and unwavering support this year.I wish to thank several faculty members who helped me in various ways through the program: Dr. Claude Walston, my first advisor; Dr. Delia Neuman, for introducing me to qualitative research methods; Dr. Eileen Abels, who mentored me and provided me the opportunity to work on a sponsored research project; and Dr. Douglas Oard for providing me funding and a unique opportunity to understand research from behind the scenes. And to my husband, Héctor García-no tengo palabras suficientes para decir cómo agradecida estoy por ti. Nunca haber pudiera terminado este programa sin tu apoyo, humor, inteligencia, ayuda, y más que todo, tu amor. Ahora comenzamos el resto de nuestra bella vida.v Table of List of Tables 221-222).This belief has lead to a growing body of literature aimed both toward further theoretical development (content, form, and function of shared mental models) and to empirical testing of the outcomes and consequences of shared mental models. Research exploring the antecedents to and formation of shared mental models has received less attention. Rentsch and Klimoski (2001) found some support for education similarity, position level similarity, team size, and previous experience with teams as antecedents to similar mental models (they use the term schema similarity)...

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“…Shared team mental models are important for performance particularly in contexts where teams have very little time for explicit coordination. For example, a shared understanding of an emerging situation helps military action teams take appropriate, efficient collective action (Lim & Klein, 2006). Shared mental models are also important in contexts where team members have to collaborate on a complex task, such as strategic decision-making in top management teams (Ensley & Pearce, 2001).…”

Section: Introductionmentioning

confidence: 99%

Unpacking Four Forms of Third Culture in Multicultural Teams

Ganai¹

2012

PsycEXTRA Dataset

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Team mental models and team performance: a field study of the effects of team mental model similarity and accuracy

Cited by 476 publications

References 28 publications

Building the infrastructure: The effects of role identification behaviors on team cognition development and performance.

Building the infrastructure: The effects of role identification behaviors on team cognition development and performance.

The impact of group interaction on shared cognition: An analysis of small group communication

Unpacking Four Forms of Third Culture in Multicultural Teams

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