The Measurement of Team Process

Abstract

The construct validity of measures of team process was evaluated using predictive, known groups and multitrait-multimethod (MTMM) validation strategies. Military air crews (N = 51) flew two simulated missions. Independent judges provided evaluations of the same six team process variables in both scenarios. An MTMM analysis of judges' ratings treating judges as a method variable showed good convergent and discriminant validity. Judges' mean ratings of the six process variables were correlated with mission effectiveness. Some process measures discriminated between student and instructor teams, thus showing discrimination between known groups. Conversely, an MTMM analysis of ratings treating scenarios as a method showed poor convergent validity. We concluded that important team process behaviors have been identified and can be rated validly but that multiple observations are necessary to assess characteristics of individual teams with any accuracy. The discussion includes implications for practice and future research.

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“…Interestingly, within this framework some have conceptualized team cognition as an outcome (e.g., Mathieu, Goodwin, Heffner, Salas, & Cannon-Bowers, 2000). Others have considered collective cognition as an input in the I-P-O framework (e.g., Mohammed & Dumville, 2001) and others have viewed team cognition in terms of process behaviors such as planning and decision making (e.g., Brannick, Prince, Prince, & Salas, 1995). So team cognition can and has been associated with all parts of the I-P-O framework, however, there has been increasing focus on the "I" part in which team cognition is thought of as the collection of individual team member knowledge involving the task and team.…”

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“…Team leadership is defined in Brannick, et al (1995) Monitoring of team performance is crucial to the team being able to adjust and adapt its strategies to achieve the team goal. Monitoring refers to the observation and awareness of the activities and performance of other team members.…”

“…Over the past several decades, tremendous resources have been (Stout, et al, 1999). It is widely believed that the SMM is the construct that allows team members to anticipate each other's information requirements and implicitly communicate in times of stress.Team leadership is defined in Brannick, et al (1995) Monitoring of team performance is crucial to the team being able to adjust and adapt its strategies to achieve the team goal. Monitoring refers to the observation and awareness of the activities and performance of other team members.…”

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“…Reference source not found.. Interestingly, within this framework some have conceptualized team cognition as an outcome (e.g., Mathieu, et al, 2000). Others have considered collective cognition as an input in the I-P-0 framework (e.g., Mohammed & Dumville, 2001) and others have viewed team cognition in terms of process behaviors such as planning and decisionmaking (e.g., Brannick, et al, 1995). So team cognition can and has been associated with all parts of the I-P-0 framework, however, there has been increasing focus on the "I" part in which team cognition is thought of as the collection of individual team member knowledge involving the task and team (Figure 2 Views of shared mental models and team situation awareness as common understanding, vision or knowledge across team members and the concomitant emphasis on knowledge in cognitive theories of individual expertise (Cooke, 1994) turned the spotlight toward the input side of the I-P-0 framework.…”