Team Cognition

Mohammed, Susan; Hamilton, Katherine; Sánchez-Manzanares, Miriam; Rico, Ramón

doi:10.1002/9781118909997.ch16

Cited by 22 publications

(15 citation statements)

References 136 publications

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“…One critical difference between measures of TMMs and TSMs is whether the concepts refer to long-term general knowledge or short-term, situated knowledge. Also, measures of TMMs are usually collected before the team’s performance episode, while measures of TSMs are best collected during or just after the performance episode to more reliably reflect the mental representation used by team members in situ (Mohammed et al, 2017). Alternatively, implicit measures of TSMs can be utilized.…”

Section: Discussionmentioning

confidence: 99%

“…Considering the way TMMs form (through a three-step iterative process: gaining familiarity with the team and task, developing idiosyncratic views of the team and task, and integrating individual perspectives into a collective representation—McComb, Kennedy, Perryman, Warner, & Letsky, 2010), TMMs seem the appropriate structure to store and use teams’ functioning networks repertoire. Accordingly, team functioning networks get incorporated in the relatively stable team-level knowledge representation of the task, in place before task execution, and stored long-term which are TMMs (Mohammed, Hamilton, Sanchez-Manzanares, & Rico, 2017). For instance, in our opening example, TMMs would include knowledge about a procedure to serve meals, which basically refers to a team functioning network.…”

Section: Tmm-tsm Correspondence and Team Coordinationmentioning

confidence: 99%

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Building team effectiveness through adaptation: Team knowledge and implicit and explicit coordination

Rico

Gibson

Sánchez-Manzanares

et al. 2019

Organizational Psychology Review

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We develop a theory of team adaptation that centers on team knowledge structures and coordination processes. Specifically, we explain that when a team’s task changes, there may be a disruption in the extent to which their team mental model (TMM) fits the current situation. Whether this is the case is likely to depend on team compositional factors, emergent states, and structural characteristics of the team. When there is a lack of correspondence between the TMM and the situation, this then requires a shift in the extent to which the team uses implicit or explicit coordination processes. We also explain that the team performance phase matters, such that during action phases, a prevalence of implicit coordination relative to explicit coordination results in greater effectiveness; during a transition phase, the opposite is likely. In this way, we address central questions in the field: what types of task changes require team adaptive response, what happens during the adaptation process, and how this influences team effectiveness over time.

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Section: Discussionmentioning

confidence: 99%

Section: Tmm-tsm Correspondence and Team Coordinationmentioning

confidence: 99%

Building team effectiveness through adaptation: Team knowledge and implicit and explicit coordination

Rico

Gibson

Sánchez-Manzanares

et al. 2019

Organizational Psychology Review

Self Cite

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“…A team’s knowledge about potential risks is then combined with an accurate assessment of the situation during the adverse event. Good communication can facilitate both accurate mental models and situational awareness (Mohammed et al, 2017).…”

Section: Team Resilience Themesmentioning

confidence: 99%

Workplace team resilience: A systematic review and conceptual development

Hartwig¹,

Clarke²,

Johnson³

et al. 2020

Organizational Psychology Review

105

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Workplace team resilience has been proposed as a potential asset for work teams to maintain performance in the face of adverse events. Nonetheless, the research on team resilience has been conceptually and methodologically inconsistent. Taking a multilevel perspective, we present an integrative review of the workplace team resilience literature to identify the conceptual nature of team resilience and its unique value over and above personal resilience as well as other team concepts. We advance resilience research by providing a new multilevel model of team resilience that offers conceptual clarification regarding the relationship between individual-level and team-level resilience. The results of our review may form the basis for the development of a common operationalization of team resilience, which facilitates new empirical research examining ways that teams can improve their adversity management in the workplace.

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“…Research has shown that when teams develop SMMs, team members organize information and establish response patterns that help them to adapt their behaviors to changes in their environment, and effectively coordinate and perform their work (e.g., Uitdewilligen et al, 2013Uitdewilligen et al, , 2018Uitdewilligen et al, , 2021Santos et al, 2021). Thus, to effectively accomplish their tasks, we argue that it is critical that team members are "on the same page" on which tools or equipment to use, what tasks to perform, with whom they need to interact and coordinate and how to do so, and when the work has to be accomplished (e.g., Cannon-Bowers et al, 1993;Mohammed et al, 2010Mohammed et al, , 2017.…”

Section: Background and Theory Of Shared Mental Modelsmentioning

confidence: 99%

“…SMMs are valuable to team members as they reduce uncertainty, lower misunderstandings and conflict, improve coordination and adaptation, and by such means increase effective team functioning (e.g., Cannon-Bowers et al, 1993;Santos et al, 2016;Uitdewilligen et al, 2018). Consequently, SMMs have been shown to be important in the past in many diverse settings and, given the expected challenging (business) world in the years ahead, are likely to remain so in the future (e.g., Mesmer-Magnus et al, 2017;Mohammed et al, 2017;Kniffin et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

The Five-Factor Perceived Shared Mental Model Scale: A Consolidation of Items Across the Contemporary Literature

et al. 2022

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Literature on Shared Mental Models (SMMs) has been burgeoning in recent years and this has provided increasingly detailed insight and evidence into the importance of SMMs within specific contexts. However, because past research predominantly focused on SMM structure as measured by diverse, context-dependent measures, a consolidated multi-dimensional measure of perceived SMMs that can be used across diverse team contexts is currently lacking. Furthermore, different conceptualizations of the dimensionality of SMMs exist, which further impedes the comparison between studies. These key limitations might hinder future development in the SMM literature. We argue that the field of SMMs has now matured enough that it is possible to take a deductive approach and evaluate the prior studies in order to refine the key SMMs dimensions, operationalizations, and measurement. Hence, we take a three-stage approach to consolidate existing literature scale-based measures of SMMs, using four samples. Ultimately, this leads to a 20-item five-dimensional scale (i.e., equipment, execution, interaction, composition, and temporal SMMs) – the Five Factor Perceived Shared Mental Model Scale (5-PSMMS). Our scale provides scholars with a tool which enables the measurement, and comparison, of SMMs across diverse team contexts. It offers practitioners the option to more straightforwardly assess perceived SMMs in their teams, allowing the identification of challenges in their teams and facilitating the design of appropriate interventions.

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Team Cognition

Cited by 22 publications

References 136 publications

Building team effectiveness through adaptation: Team knowledge and implicit and explicit coordination

Building team effectiveness through adaptation: Team knowledge and implicit and explicit coordination

Workplace team resilience: A systematic review and conceptual development

The Five-Factor Perceived Shared Mental Model Scale: A Consolidation of Items Across the Contemporary Literature

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