Running shared mental models as a distributed cognitive process

Banks, Adrian P.; Millward, Lynne J.

doi:10.1348/000712600161961

Cited by 63 publications

(67 citation statements)

References 20 publications

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“…Tschan et al 2000) but also in generic laboratory settings (e.g. Banks and Millward 2000). The findings from these studies generally suggest that a strongly shared mental model is advantageous for team performance.…”

Section: Cognitive Diversity In Teamsmentioning

confidence: 69%

Cognitive diversity and team performance in a complex multiple task environment

et al. 2006

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This article examines the multiple effects of cognitive diversity in teams operating complex human-machine-systems. The study employed a PC-based multiple-task environment, called the Cabin Air Management System, which models a process control task in the operational context of a spacecraft's life support system. Two types of cognitive diversity were examined: system understanding and team specialization. System understanding referred to the depth of understanding team members were given during training (low-level procedure-oriented vs. high level knowledge-oriented training). Team specialization referred to the degree to which knowledge about system fault scenarios was distributed between team members (specialized vs. nonspecialized). A total of 72 participants took part in the study. After having received 4.5 h of training on an individual basis, participants completed a 1-h experimental session, in which they worked in two-person teams on a series of fault scenarios of varying difficulty. Measures were taken of primary and secondary task performance, system intervention and information sampling strategies, system knowledge, subjective operator state, communication patterns and conflict. The results provided evidence for the benefits of cognitive diversity with regard to system understanding. This manifested itself in better primary task performance and more efficient manual system control. No advantages were found for cognitive diversity with regard to specialization. There was no effect of cognitive diversity on intra-team conflict, with conflict levels generally being very low. The article concludes with a discussion of the implications of the findings for the engineering of cognitive diversity in teams operating complex human-machine-systems.

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Section: Cognitive Diversity In Teamsmentioning

confidence: 69%

Cognitive diversity and team performance in a complex multiple task environment

et al. 2006

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“…The wellbeing of team members is dependent upon on the shared understanding and trust that safety is 'assured and not assumed'(K. Miller, Riley, & Davis, 2009). The concept of shared mental models (SMM) was first described fifteen years ago in demanding and critical environments such as military training (Banks & Millward, 2000) and flight simulation (Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000) to maximises both team process and performance (Mathieu et al, 2000). Studies suggest that shared mental models facilitate teamwork skills (Westli et al, 2010) teamwork performance (Gillespie et al, 2010) and team member anticipation of other staff needs (B.…”

Section: Nursing Teamworkmentioning

confidence: 99%

Factors contributing to nursing team work in an acute care tertiary hospital

et al. 2017

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Factors contributing to nursing team work in an acute care tertiary hospital Background:Effective nursing teamwork is an essential component of quality health care and patient safety.Understanding which factors foster team work ensures teamwork qualities are cultivated and sustained.Objective: This study aims to investigate which factors are associated with team work in an Australian acute care tertiary hospital across all inpatient and outpatient settings. Methods:All nurses and midwives rostered to inpatient and outpatient wards in an acute care 600 bed hospital in Sydney Australia were invited to participate in a cross sectional survey between September to October 2013. Data were collected, collated, checked and analysed using Statistical Package for the Social Sciences (SPSS) Version 21. Factors reporting a significant correlation with where p<0.05were analysed in a multiple regression model. Results:A total of 501 surveys were returned. Nursing teamwork scores ranged between 3.32 and 4.08.Teamwork subscale Shared Mental Model consistently rated the highest. Mean scores for overall communication between nurses and team leadership were 3.6 (S.D. 0.57) and 3.8 (SD 0.6) respectively. Leadership and communication between nurses were significant predictors of team work p<0.001. Conclusion:Our findings describe factors predictive of teamwork in an acute care tertiary based hospital setting across inpatient and outpatient specialty units. Our findings are of particular relevance in identifying areas of nurse education and workforce planning to improve nursing team work. AimsThis study aims to investigate which factors are associated with nursing team work in a large Australian acute care hospital setting Methods DesignAll nurses and midwives rostered to inpatient and outpatient wards in a acute care 600 bed hospital in Sydney Australia were invited to participate in a cross sectional survey between September to October 2013. Nurses and midwives who were on leave and those who worked on a casual basis during the study period were excluded from the study. Ethical approval was obtained from the South Eastern Sydney Local Health District Human research Ethics Committee and Research Governance 4Office, St George Hospital to undertake a de-identified nursing workforce survey. Nurse and Midwifery Unit Managers were informed of the study and their participation sought .All nurses and midwives were informed of the study through in-services. In order to increase response rate nurses were allotted additional time by hospital management to complete the questionnaire. (Pit, Vo, & Pyakurel, 2014). Questionnaires were returned in a large envelope and placed in a box located on each patient care unit. The questionnaires were collected each day by a research assistant. Data CollectionData were collected relating to nurse workforce demographics, communication between nurses, nursing team work, and perceived model of nursing care. Nurse workforce demographics included; gender, age, designation, education level, new graduate statu...

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“…Cannon-Bowers and Salas (2001) make four structural distinctions: overlapping (e.g., common understanding of disease to facilitate reliable diagnosis), similar or identical (i.e., attitudes and beliefs that help team members "make sense" of a situation in a similar way), compatible or complementary (e.g., different specialist knowledge contributing to a common goal) and distributed (i.e., knowledge required to complete a complex task is apportioned among inter-dependent members to reduce the work load). Banks and Millward (2000) found that it was distributed compatible rather than shared knowledge which accounted for performance improvements in their simulated navigation task.…”

Section: Proposition 5 Cognitive States -Shared Cognitionmentioning

confidence: 97%

Effective self‐regulating teams: a generative psychological approach

Millward

Banks

Riga

2010

Team Performance Management: An International Journal

Self Cite

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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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Running shared mental models as a distributed cognitive process

Cited by 63 publications

References 20 publications

Cognitive diversity and team performance in a complex multiple task environment

Cognitive diversity and team performance in a complex multiple task environment

Factors contributing to nursing team work in an acute care tertiary hospital

Effective self‐regulating teams: a generative psychological approach

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