Assessing Shared Strategic Understanding

Berggren, Peter

doi:10.3384/diss.diva-126346

Cited by 4 publications

(4 citation statements)

References 155 publications

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“…Comparisons within groups (en-route, TMA, TWR small and TWR large) were made with Kendall's coefficient of concordance (W) (Kendall and Smith 1939), which is a well-established teamwork analysis method (Berggren 2016;Brannick et al 1997;Siassakos et al 2011). Kendall's W is a more robust statistical test than, for example, Spearman's rank correlation coefficient (Croux and Dehon 2010).…”

Section: Analysis Methodsmentioning

confidence: 99%

Design implications for teamwork in ATC

Svensson

Ohlander²,

Lundberg

2019

Cogn Tech Work

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In air traffic control (ATC), teamwork is a key component among air traffic control operators (ATCOs) to safely direct the aircraft through the sky and on the ground. To be able to design for future ATC systems, we must understand how ATCOs work together, their teamwork, and how they experience and perceive teamwork, in different ATC environments. We conducted interviews with 16 ATCOs working in four different ATC environments (en-route control, terminal area control, tower control for a small airport and tower control for a large airport in Sweden) and analysed the results in the light of the "Big Five" model of teamwork. The main contributions of this paper are to show: (1) how eight teamwork factors are differently manifested by the ATCOs in the different ATC environments, (2) that teamwork in ATC is important during routine operations, during stressful work, and during abnormal situations, and (3) that the design of the organisation, the environment, and the tools, affects teamwork and the importance of different teamwork factors.

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Section: Analysis Methodsmentioning

confidence: 99%

Design implications for teamwork in ATC

Svensson

Ohlander²,

Lundberg

2019

Cogn Tech Work

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“…Shared mental models allow actors to act in concert and interact effectively (Berggren, 2016). While J o u r n a l o f S e r v i c e M a n a g e m e n t 7 they are valuable for helping actors deal with ambiguity, mental models can also perpetuate historical institutional arrangements that are no longer helpful (Prahalad and Bettis, 1986).…”

Section: Mental Modelsmentioning

confidence: 99%

“…The shared mental models of actors constitute institutional arrangements (Denzau and North, 1994) and enable these institutional arrangements to become generally taken-for-granted and uncontested (Scott, 1995). Shared mental models allow actors to act in concert and interact effectively (Berggren, 2016). While they are valuable for helping actors deal with ambiguity, mental models can also perpetuate historical institutional arrangements that are no longer helpful (Prahalad and Bettis, 1986).…”

Section: A Micro-level Perspective On Innovation In Service Ecosystemsmentioning

confidence: 99%

Reshaping mental models – enabling innovation through service design

Vink

Edvardsson

Wetter-Edman

et al. 2019

JOSM

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Purpose The purpose of this paper is to analyze how service design practices reshape mental models to enable innovation. Mental models are actors’ assumptions and beliefs that guide their behavior and interpretation of their environment. Design/methodology/approach This paper offers a conceptual framework for innovation in service ecosystems through service design that connects the macro view of innovation as changing institutional arrangements with the micro view of innovation as reshaping actors’ mental models. Furthermore, through an 18-month ethnographic study of service design practices in the context of healthcare, how service design practices reshape mental models to enable innovation is investigated. Findings This research highlights that service design reshapes mental models through the practices of sensing surprise, perceiving multiples and embodying alternatives. This paper delineates the enabling conditions for these practices to occur, such as coaching, diverse participation and supportive physical materials. Research limitations/implications This study brings forward the underappreciated role of actors’ mental models in innovation. It highlights that innovation in service ecosystems is not simply about actors making changes to their external context but also actors shifting their own assumptions and beliefs. Practical implications This paper offers insights for service managers and service designers interested in supporting innovation on how to catalyze shifts in actors’ mental models by creating the conditions for specific service design practices. Originality/value This paper is the first to shed light on the central role of actors’ mental models in innovation and identify the service design practices that reshape mental models.

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“…The aim is to, among other things, map individual cognitive processes to teambased ditto to identify gaps, overlaps, and unique features of cognition in teams vs individuals (Letsky and Warner 2008). This research can coarsely be divided into two directions: the shared cognition path and the interactive team cognition path (Berggren 2016). The shared cognition direction assumes that there are, at any given time, values and knowledge which need to be shared among team members.…”

Section: Team Performance Metricsmentioning

confidence: 99%

Towards automated assessment of team performance by mimicking expert observers’ ratings

Granåsen

2018

Cogn Tech Work

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Automation is the holy grail of performance assessment. Cheap and reliable automated systems that produce consistent feedback on performance. Many such systems have been proposed that accurately measure the state of a product or the outcome of a process. Procedural faults can be detected and even mitigated without the need for human interference. In production industry and professional sports, this is a natural part of business. However, in macrocognitive team performance studies, human appraisal is still king. This study investigates the reliability of human observers as assessors of performance among virtual teams, and what they base their assessments on when only able to monitor one of the team members at a time. The results show that expert observers put a lot of emphasis on task outcomes and on communication and are generally reliable raters of team performance, but there are several aspects that they cannot rate reliably under these circumstances, e.g., team workload, stress, and collaborative problem-solving. Through simple algorithms, this study shows that by capturing task scores and different quantitative communication metrics, team performance ratings can be estimated to closely match how the expert observers assess team performance in a virtual team setting. The implication of the study is that numeric team performance estimations can be acquired by automated systems, with reasonable accuracy and reliability compared to observer ratings.

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Assessing Shared Strategic Understanding

Cited by 4 publications

References 155 publications

Design implications for teamwork in ATC

Design implications for teamwork in ATC

Reshaping mental models – enabling innovation through service design

Towards automated assessment of team performance by mimicking expert observers’ ratings

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