Team Cognition and Adaptability in Dynamic Settings: A Review of Pertinent Work

Uitdewilligen, Sjir; Waller, Mary J.; Zijlstra, F.R.H.

doi:10.1002/9780470661628.ch8

Cited by 39 publications

(63 citation statements)

References 206 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Similarly, research on mental model development suggests that reciprocal, balanced communication among team members results in more information sharing and mental model accuracy (cf. Rasker, Post, & Schraagen, 2000;Uitdewilligen et al, 2010). This result can also be interpreted as if the natural division of roles in the cockpit between PF and PNF is not the most likely explanation for the mono-actor patterns.…”

Section: Discussionmentioning

confidence: 83%

“…A balanced pattern implies that both crew members are involved in the interaction, indicating more reciprocity in the interaction. This is a prerequisite for exchanging information in order to establish and maintain a shared understanding of the task and situation (Uitdewilligen et al, 2010). By engaging in more mono-actor patterns, the ineffective crews most likely missed opportunities for sharing information, cooperatively making decisions, and developing shared understanding of actions and plans.…”

Section: Discussionmentioning

confidence: 99%

“…However, previous research also suggests that the initial moments of team development prior to work activities are extremely important to subsequent team outcomes (Eriksen & Dyer, 2004). In this period, teams normally develop and build the trust that helps communication patterns involved in exchanging and sharing information, which are crucial for team performance (Uitdewilligen, Waller, & Zijlstra, 2010).…”

mentioning

confidence: 99%

See 2 more Smart Citations

Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness

Zijlstra

Waller

Phillips

2012

European Journal of Work and Organizational Psychology

Self Cite

123

View full text Add to dashboard Cite

Many organizations rely on the functioning of teams. In this study we focus on swift-starting teams-that is, ad hoc teams formed for immediate task performance, such as emergency or rescue teams or aviation crews, with highly trained members who have generally not previously worked together as a team. Previous research suggests that teams develop task performance capability over time, but that stable patterns of interaction in teams emerge very quickly. We suggest that these interaction patterns help swift starting teams engage in immediate task performance. In particular, we hypothesize that effective teams will exhibit more interaction patterns, but fewer unique patterns, than less effective teams. We describe an observational study of 18 swift-starting aviation crews. Our results identify the early emergence of specific interaction patterns and indicate significant differences between the patterns of effective and ineffective crews. The effective teams in our sample exhibited patterns that were more stable in duration, more stable in complexity, and more reciprocal as compared to those of less effective teams. We close with implications for work on team interaction, and suggestions for future research and team trainers.

show abstract

Section: Discussionmentioning

confidence: 83%

Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%

See 1 more Smart Citation

Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness

Zijlstra

Waller

Phillips

2012

European Journal of Work and Organizational Psychology

Self Cite

123

View full text Add to dashboard Cite

show abstract

“…Team situation awareness is a regularly studied component of cognition in teams, including among NPP crews (Sebok, ). As Uitdewilligen, Waller, and Zijlstra (, p. 2) emphasized, “team situation awareness indicates a shared contextual knowledge about the current situation, team members' knowledge of each other's goals, and their current and future activities and intentions (Roth, Multer, & Raslear, ).”…”

Section: Methodsmentioning

confidence: 99%

The role of positive affectivity in team effectiveness during crises

2012

Self Cite

View full text Add to dashboard Cite

Summary Organizational efforts to improve team effectiveness in crisis situations primarily have focused on team training initiatives and, to a lesser degree, on staffing teams with respect to members' ability, experience, and functional backgrounds. Largely neglected in these efforts is the emotional component of crises and, correspondingly, the notion of staffing teams with consideration for their affective makeup. To address this void, we examined the impact of team member dispositional positive affect (PA) on team crisis effectiveness and the role of felt negative emotion in transmitting that influence. A study of 21 nuclear power plant crews engaged in crisis training simulations revealed that homogeneity in PA, but not mean‐level PA, was associated with greater team effectiveness. Mediation analysis suggested that homogeneity in PA leads to greater team effectiveness by reducing the amount of negative emotions that team members experience during crises. Furthermore, homogeneity in PA compensated for lower mean‐level PA in predicting effectiveness. Discussion focuses on the implications of these findings for understanding and further exploring the importance of affective factors and especially team affective composition in team crisis performance. Copyright © 2012 John Wiley & Sons, Ltd.

show abstract

“…The cognitive processes involved in using mental-models to achieve fast and accurate situation-awareness include pattern matching, where an experienced individual recognises the situation by using stored memories of a similar situation [228,199], and, assimilation and accommodation, to integrate new information into what is known [24]. Therefore, it is vital that the observer can adapt and update his/her mental-model [208].…”

Section: Individual Situation Awarenessmentioning

confidence: 99%

The impact of non-technical issues on decision-making by coal mining incident management teams

Fuller¹

View full text Add to dashboard Cite

A serious incident in an underground coal mine can claim many lives in an instant. The lives of those who survive the initial moments can be dependent on the decisions made by the incident management team (IMT). The IMT is a team of mine employees assembled immediately upon the discovery of an incident to manage the response. Evaluations of annual emergency exercises conducted at underground coal-mines in Queensland have indicated that IMT decision-making is generally sub-optimal. This finding was echoed by the Royal Commission into the New Zealand Pike River Coal Mine Tragedy that occurred in 2010. In many other high-reliability roles technical and non-technical issues have been found to impact decision-making. The goal of this research is to explore the role of non-technical issues in emergency decision-making following an underground coal mining incident. A review of the Queensland emergency exercise reports, direct observation of emergency simulations, and interviews with twenty-five mining personnel with real-life incident management experience at underground coal mine emergencies has led to the development of a non-technical skills taxonomy for decision-making in mining IMTs. The decision-making process in a mining IMT has been shown to be a broad socio-psycho-technical process within which technical and non-technical issues cannot be separated. Technical, social and cognitive skills are imperative to maintain adequate communication, situation awareness and optimal decision-making throughout the emergency management process. Declaration by authorThis thesis is composed of my original work, and contains no material previously published or written by another person except where due reference has been made in the text. I have clearly stated the contribution by others to jointly-authored works that I have included in my thesis.I have clearly stated the contribution of others to my thesis as a whole, including statistical assistance, survey design, data analysis, significant technical procedures, professional editorial advice, and any other original research work used or reported in my thesis. The content of my thesis is the result of work I have carried out since the commencement of my research higher degree candidature and does not include a substantial part of work that has been submitted to qualify for the award of any other degree or diploma in any university or other tertiary institution. I have clearly stated which parts of my thesis, if any, have been submitted to qualify for another award.I acknowledge that an electronic copy of my thesis must be lodged with the University Library and, subject to the General Award Rules of The University of Queensland, immediately made available for research and study in accordance with the Copyright Act 1968.I acknowledge that copyright of all material contained in my thesis resides with the copyright holder(s) of that material. Where appropriate I have obtained copyright permission from the copyright holder to reproduce material in this thesis. Publications d...

show abstract

Team Cognition and Adaptability in Dynamic Settings: A Review of Pertinent Work

Cited by 39 publications

References 206 publications

Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness

Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness

The role of positive affectivity in team effectiveness during crises

The impact of non-technical issues on decision-making by coal mining incident management teams

Contact Info

Product

Resources

About