Dissertations / Theses: 'Shared mental model'

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Stetzer, Michael W. Jr. "Shared mental models' impact on the onboarding process." Diss., Kansas State University, 2016. http://hdl.handle.net/2097/34553.

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Doctor of Philosophy
Department of Psychological Sciences
Patrick A. Knight
The present study examined onboarding information acquisition and the mediated impact of shared mental model on newcomers' organizational commitment, job satisfaction, and intentions to quit. Onboarding is the initial stage of the socialization process that provides information pertinent to facilitating newcomers' transition into the organization. Previous research stated that a dearth in the socialization literature existed pertaining to intra-individual cognitive mediators. As a result, the present study identified and evaluated the variable, shared mental model, as an underlying mechanism through which information acquisition operated within the onboarding process. The study postulated that newcomers actively evaluated for perceived congruency their own mental models with those espoused by the organization with these perceptions influencing individual organizational commitment, job satisfaction, and intentions to quit. Data were collected via Qualtrics from 305 full-time employees who were experiencing onboarding at the time of study. Participants completed a series of scales relevant to newcomer information seeking behavior, clarity of job role and work processes, and specific organizational outcomes (e.g., organizational commitment, job satisfaction, and intentions to quit) through an online data collection hub. A confirmatory factor analysis supported the factor structures for each of the latent variables (the antecedent, mediator, three socialization outcomes) evaluated in the present study. The proposed mediated socialization process was then examined by way of structural equation modeling. Results showed that shared mental models did mediate the relationships between newcomer employee behaviors and specific socialization outcomes. Furthermore, relationships between the antecedent, newcomer employee behaviors, and two of the socialization consequences, organizational commitment and job satisfaction, appeared to be fully mediated by the presence of shared mental models in the analysis (the intentions to quit relationship was partially mediated). Practical and theoretical implications, in addition to limitations and recommendations of the research are discussed.

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Cao, Sen. "Role-based and agent-oriented teamwork modeling." Texas A&M University, 2005. http://hdl.handle.net/1969.1/2540.

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Teamwork has become increasingly important in many disciplines. To support teamwork in dynamic and complex domains, a teamwork programming language and a teamwork architecture are important for specifying the knowledge of teamwork and for interpreting the knowledge of teamwork and then driving agents to interact with the domains. Psychological studies on teamwork have also shown that team members in an effective team often maintain shared mental models so that they can have mutual expectation on each other. However, existing agent/teamwork programming languages cannot explicitly express the mental states underlying teamwork, and existing representation of the shared mental models are inefficient and further become an obstacle to support effective teamwork. To address these issues, we have developed a teamwork programming language called Role-Based MALLET (RoB-MALLET) which has rich expressivity to explicitly specify the mental states underlying teamwork. By using roles and role variables, the knowledge of team processes is specified in terms of conceptual notions, instead of specific agents and agent variables, allowing joint intentions to be formed and this knowledge to be reused by different teams of agents. Further, based on roles and role variables, we have developed mechanisms of task decomposition and task delegation, by which the knowledge of a team process is decomposed into the knowledge of a team process for individuals and then delegate it to agents. We have also developed an efficient representation of shared mental models called Role-Based Shared Mental Model (RoB-SMM) by which agents only maintain individual processes complementary with others?? individual process and a low level of overlapping called team organizations. Based on RoB-SMMs, we have developed tworeasoning mechanisms to improve team performance, including Role-Based Proactive Information Exchange (RoB-PIE) and Role-Based Proactive Helping Behaivors (RoBPHB). Through RoB-PIE, agents can anticipate other agents?? information needs and proactively exchange information with them. Through RoB-PHB, agents can identify other agents?? help needs and proactively initialize actions to help them. Our experiments have shown that RoB-MALLET is flexible in specifying reusable plans, RoB-SMMs is efficient in supporting effective teamwork, and RoB-PHB improves team performance.

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Hoeft, Raegan. "INVESTIGATING THE MECHANISMS THAT DRIVE IMPLICIT COORDINATION IN TEAMS." Doctoral diss., University of Central Florida, 2006. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3315.

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The purpose of this study was to empirically test the oft-noted hypothesis that shared mental models lead to implicit coordination. Specifically, this dissertation investigated the underlying mechanisms of implicit coordination and how different aspects of shared mental models affect the process. The research questions tested in this study were (a)how perceptions of sharedness affect the initiation of implicit coordination, (b) how actual levels of sharedness affect the process of implicit coordination, and (c) how quality of task mental models affects successful implicit coordination. Sixty same-gender, two-person teams engaged in a complex military reconnaissance planning task in which the team members were required to work together by exchanging information to plan routes for one unmanned aerial vehicle (UAV) and one unmanned ground vehicle (UGV). The results provided partial support for the influence of different facets of shared mental models on the process of implicit coordination. Specifically, individual mental model quality, not perceptions of sharedness or actual mental model sharedness, was the biggest predictor of the initiation of implicit coordination. Additionally, perceptions of sharedness and actual mental model sharedness interacted with one another, such that teams in mismatched conditions (high perceptions of sharedness but low actual sharedness [false consensus], or low perceptions of sharedness and high actual sharedness, [pluralistic ignorance]) tended to increase their communications. The implications and recommendations for future research on implicit coordination and shared mental models are discussed. Additionally, the implications for operators of unmanned vehicles are also discussed.
Ph.D.
Department of Psychology
Sciences
Psychology

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Alavi, Seyyed Babak Education Faculty of Arts &amp Social Sciences UNSW. "A multilevel study of collective efficacy, self-mental models, and collective cognition in university student group activities." Awarded by:University of New South Wales. Education, 2005. http://handle.unsw.edu.au/1959.4/33242.

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The main goal of this study was to identify some determinants of collective efficacy in small groups. A multilevel approach was used to posit hypotheses and research questions relating individual and shared beliefs of collective efficacy to collective cognition activities, task interdependence, self-efficacy for group work, and collective orientation. A two-phase longitudinal design was employed. The sample comprised 270 university students, enrolled in seven courses and involved in 86 work groups in both phases of the study. All groups were required to perform interdependent academic tasks. The results of multiple regression analysis of aggregated variables provided some evidence that the more group members perceived themselves to be interdependent in the early stages of group work and assigned their tasks interdependently during group processes, the more likely they developed high collective efficacy in the final stages of group work. Collective efficacy was also related to the group average of self-efficacy for group work when task interdependence was high. Multilevel analysis was also used. These results showed that variation at the individual level was considerable, and there was significant but relatively little variation at the group level, with small effect sizes, for a few variables including collective efficacy. Structural equation modelling was used to confirm the theoretical framework at the individual level after accounting for group level variation. The results suggested that integration and constructive evaluation of ideas during group processes and self-efficacy for group work may have been determinants of collective efficacy at the individual level. Moreover, collective efficacy at the individual level was related to an interdependent perception of self in relation to other group members. The results suggest that helping group members learn how to evaluate and integrate each other???s ideas during group activities, and perceive themselves to be interdependent may enhance group capabilities for performing tasks. In addition, improving students??? self-efficacy for group work was identified as a key factor, as it may enhance a sense of interdependence among group members, improve the extent to which group members participate in integrating and evaluating ideas, and increase the whole group???s capabilities for performing tasks.

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Bjärnander, Borrman Vanessa. "”Att hela tiden försöka förstå den andre, eller de andras perspektiv för det är där det börjar” : En fallstudie av ett webbutvecklingsteam utifrån ett Shared Mental Model perspektiv." Thesis, Uppsala universitet, Institutionen för informatik och media, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-335670.

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The focus of this study is based on a web development team working within the confines of a Swedish authority. It has been recognized that web development teams are struggling to cooperate and work in high capacity efficiency, mostly due to the nature of the multifarious tasks at hand and their lack of understanding of each respective roles within the team. In lieu of this major downfall, establishing a mental model faceted way of thinking and working may improve effectiveness, communication and collaboration amongst all members of a functioning team. A shared mental model is developed through four stages of cognitive processes; knowing, learning, understanding and executing. The purpose of this study is to examine and show an example of how shared mental models can be developed in an existing web development team. By analyzing two workshop practices, this study aims to answer the following questions: How can workshop practices “visualizing user stories” as well as facilitating “design studio sessions” be used to establish common understanding within the web development team? How can four stages of cognitive processes (knowing, learning, understanding and executing) for developing shared mental models be understood? Participant observation and interviews are among research methods used. The ‘Shared Mental Model’ by Cannon-Bowers et al. (1993) is the primary theoretical framework used here. The results of this study indicate how workshop practices such as visualizing user stories well as conducting design studio sessions contribute to a common understanding due to increased social interaction among team members. The results also indicate that the web development team has been unable to process and exchange relevant information with each other during the initial stages of learning and development due to the lack of team building activities. This, in return affects further development of the shared mental model in the following steps.
I denna studie undersöks en svensk myndighets webbutvecklingsteam som i dag arbetar med att göra om myndighetens webbsida vilket inkluderar framtagning av nya gränssnitt och funktioner. I många fall har det visat sig att system- och webbutvecklingsteam har problem med att förhandla fram en gemensam förståelse. Dels på grund av de olika roller som ingår i ett team men även på grund av arbetsuppgifternas komplexitet och struktur. Svårigheter med att kommunicera, koordinera och samarbeta effektivt upplevs vara centralt i system- och webbutvecklingsprojekt. Att utveckla en gemensam förståelse tillika delade mentala modeller (hädanefter DMM, eng. Shared Mental Models) för lag- och uppgiftsarbetet kan förenkla kommunikation, koordination och samarbete inom ett team. Syftet med denna studie är därmed att illustrera ett exempel på hur DMM skulle kunna utvecklas inom ett webbutvecklingsteam. Webbutvecklingsteamet studeras och analyseras utifrån fyra steg av kognitiva processer (vetande, lärande, förståelse och verkställande) som demonstrerar hur DMM utvecklas steg för steg. Uppsatsen ämnar därmed att besvara följande frågor: Hur kan workshoppraktikerna ”visualisering av användarresa” och ”designstudio” bidra till etableringen av den gemensamma förståelsen inom myndighetens webbutvecklingsteam? Hur kan webbutvecklingsteamet förstås utifrån de fyra stegen av kognitiva processer; vetande, lärande, förståelse och verkställande om hur DMM utvecklas? Studien rymmer inom ramen för en fallstudie där deltagande observationer och intervjuer har nyttjats som metoder för insamling av empiriskt material. Teorin om DMM av Cannon-Bowers et al. (1993) är studiens primära teoretiska utgångspunkt. Sammanfattningsvis har studien lett fram till att de två workshoppraktikerna – visualisering av användarresa och designstudio – har bidragit till etablering av den gemensamma förståelsen i det stora hela genom social interaktion. Vidare har studiens resultat visat att webbutvecklingsteamet brister i vetandefasen eftersom teamet inte har utbyt relevant information om sig själva genom team building aktiviteter. Detta påverkar sedermera vidareutvecklingen av DMM i nästkommande steg.

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Bristol, Nikki. "Shared mental models : conceptualisation & measurement." Thesis, University of Nottingham, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417084.

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Vorster, Lize. "Shared mental models as a cultural phenomenon : fact or fiction? Using the card-sorting method to investigate the shared mental models of web users." Thesis, Stellenbosch : University of Stellenbosch, 2006. http://hdl.handle.net/10019.1/1049.

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Assignment (MPhil (Afrikaans and Dutch))--University of Stellenbosch, 2006.
ENGLISH ABSTRACT: In this study, the mental models of the target audience of the FACT web site (official Stellenbosch University HIV/Aids web site) were investigated and compared with the structure of the web site (representing the mental model of the expert). The target audience were divided into six groups representing three different race groups (white, coloured and black) and the two sexes (male and female).

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Zeb, Irfan, and Shah Fahad. "The Concept of Mental Models in Co Design." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16765.

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This study will provide an overview of mental models in teams and the significance of this particular concept for design teams. Researchers have applied the concept of mental models to understand how people perform tasks on the basis of their knowledge, assumptions, predictions and expectation. An overview is also provided on the relation between performance and mental models and their effect on stakeholders. The implications for design field are discussed. Through the study of two organizations in the same industry, the teams are studied in detail for each of these companies and hence leading to the study of mental models of stakeholders. Through the use of interviews, a detailed analysis is done on the team mental models. The mental models of stack holders and their influence on different aspects of company and team performance are discussed in detail. The methodology for the study of mental models is also proposed in the study. The findings are based on the data collected through interviews in both the organizations. The empirical study is designed in such a way that it investigates further the validity of theoretical concepts. Warid is a major telecommunication brand in Pakistan that provides services in all the regions of the country. Ufone is also a well-known telecommunication brand, known for its innovative and creative TVCs (TV commercial). Interviews with the marketing and sales officials of both these organizations provided an insight into the teams behind their advertising/marketing campaigns and the affect of stakeholders’ mental models on the performance and sales of the companies. The comparative analysis between the theoretical and empirical studies suggests that the quality of mental models is affected by diversity in the team, education and experience of the team members. This may be brought in for future research to further verify the effectiveness of mental models for design teams and eventually the whole organization. Finally the implications of our findings are discussed.
Program: Magisterutbildning i informatik

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Spicer, David Philip. "Mental models, cognitive style, and organisational learning : the development of shared understanding in organisations." Thesis, University of Plymouth, 2000. http://hdl.handle.net/10026.1/363.

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Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.

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Sperling, Brian Keith. "Information Sharing Strategies To Improve Team Mental Models In Complex Systems." Diss., Georgia Institute of Technology, 2005. http://hdl.handle.net/1853/6975.

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This thesis hypothesizes that providing task specific information to individual team members will improve coordination and decision-making, and therefore team performance, at time critical tasks. Major themes addressed in this research include teams and team processes, mental models, team mental models, work domain analysis, and hierarchical task analysis. Furthermore, the theory behind the development of complementary models is introduced. A unique method to identify the information sources and requirements in a complex team environment is first discussed in general and then specifically applied in two domains. The findings are presented of two experiments examining the effects of imposing different information distribution strategies that range from no complementariness to full complementariness of information. Team communication, team and individual task performance, workload, and timeliness and effectiveness of team decision making were assessed in nominal and off-nominal conditions. The first experiment used an automobile simulator and examined team navigation while driving. A second experiment was designed to incorporate additional measures to more specifically investigate individual performance, team workload, and clarity of information requirements using a UH-60 Black Hawk helicopter simulator. The procedures used for both experiments provided for dynamic yet controlled environments through which critical factors that influence team process and performance could be evaluated accurately. Results of these experiments provide empirical evidence that providing task relevant information to individual team members in a time critical environment, while limiting their access to non-relevant information, improves individual and team performance. Furthermore, there is evidence of increased individual performance that indicates this method of distributing information among team members may provide individual crewmembers with a more accurate task relevant mental model of their own environment. This research provides new insight into how the distribution of information among team members effects the development of mental models, information requirements, team and individual performance, and communications, and highlights several directions for future research. The information distribution design principles presented in this thesis address the heterogeneity of teams; teams cannot be thought of as groups of identical individuals. The results concerning the communication, workload, performance and team of mental models were consistent across the domains in this research.

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Zoogah, Baniyelme David. "Alliance mental models and strategic alliance team effectiveness." The Ohio State University, 2006. http://rave.ohiolink.edu/etdc/view?acc_num=osu1148569488.

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Manges, Kirstin. "Transition to home study: the influence of interprofessional team shared mental models on patient post-hospitalization outcomes." Diss., University of Iowa, 2018. https://ir.uiowa.edu/etd/6193.

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Background: The quality of team-based care impacts patient post-hospitalization outcomes, yet there is a gap in our understanding of how specific team processes impact patient post-hospitalization outcomes. Shared Mental Models (SMMs) is a team process from organizational psychology; it provides an understanding of how providers coordinate complex tasks as a team. SMMs are the team members’ organized knowledge needed for effective team performance. Military research shows that teams with more convergent SMMs have higher performance and better outcomes. In healthcare, patient discharge exemplifies an activity that requires a high level of coordination among interprofessional team members. Two relevant domains of SMMs are Taskwork SMM (team assessment of patient’s readiness for hospital discharge) and Teamwork SMM (quality of day of discharge teamwork). Because of the newness of SMM to healthcare, we lack measures to understand SMMs among interprofessional discharge teams. Study Purpose & Aims: The purpose was to pilot a novel measurement approach assessing SMMs of discharge teams, and explore their relationships to patient 30-day post-hospitalization outcomes (quality of care transition and utilization of unplanned medical services). Aim 1 determined the content and degree of convergence of discharge teams’ SMMs (taskwork and teamwork). Aim 2 examined the relationship between discharge team SMMs and patient post-hospitalization outcomes. Methods: A prospective longitudinal pilot study was used to examine the SMMs of 64 unique discharge events in three inpatient units at a single hospital. Discharge team members independently completed a questionnaire measuring the Teamwork SMM (using the Shared Mental Model Scale) and the Taskwork SMM (using the Discharge Provider-Readiness for Hospital Discharge Scale). Data were collected from the patient 30 days post-discharge to determine the quality of transition (using the Care Transition Measure or CTM-15) and use of unplanned utilization of medical services (unplanned readmission or ED visit). Interrater Agreement (r*wg(j)) was used to determine the SMM convergence (or level of agreement) among the discharge team. The relationship between SMMs and the quality of transition outcome (n = 42) was determined using standard regression analysis. Logistic regression was used determine the relationship of SMMs with utilization of unplanned medical services (n = 56). Results: Overall, discharge teams reported high levels of Taskwork SMMs (M = 8.46, SD =.91) and Taskwork SMM Convergence (M = .90, SD =.10), indicating that the discharge team perceived and agreed that patients had high levels of readiness for hospital discharge. Discharge teams also reported having high-quality Teamwork SMMs (M = 6.11, SD = 0.39) and Teamwork SMM Convergence (M = .85, SD = .10), suggesting that most discharge teams perceived and agreed that high quality teamwork was provided during the discharge process. Discharge events from the three inpatient units significantly differed in their Teamwork and Teamwork SMM content and convergence scores. Discharge teams’ Teamwork SMMs and Taskwork SMMs were positively associated with the CTM-15 score, while controlling for key contextual factors (t = 3.94, p = .001; t = 3.94, p = .001, respectively). Conclusion : Discharge teams’ Taskwork SMM and Teamwork SMM was positively associated with patient-reported quality of transition from the hospital. There was insufficient evidence to support that utilization of unplanned medical services is related to discharge teams’ SMMs. Measuring the SMMs of the discharge team provides a method for assessing a team process critical to safe patient discharges.

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Vick, Rita Michele. "Development of shared mental models structuring distributed naturalistic decision making in a synchronous computer-mediated work environment /." Thesis, University of Hawaii at Manoa, 2003. http://proquest.umi.com/pqdweb?index=0&did=764748251&SrchMode=1&sid=5&Fmt=2&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1233175424&clientId=23440.

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Tarnoff, Karen Ann. "An Exploratory Study of the Determinants and Outcomes of Shared Mental Models of Skill Use in Autonomous Work Teams." Diss., Virginia Tech, 1999. http://hdl.handle.net/10919/29345.

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This research investigated the determinants and outcomes of shared mental models of skill use in autonomous work teams. A model of the determinants and outcomes (team task behaviors) of shared mental models of skill use was tested. Three components of shared mental models of skill use were investigated: shared knowledge pertaining to skill use in task performance (i.e., knowledge about the task, equipment, team, and team interaction), shared expectations for skill use in task performance in both routine and non-routine situations, and shared attitudes relevant to skill use in task performance (i.e., collective orientation and collective efficacy). The model included the interdependence, uncertainty, and complexity of the technology; the degree to which the team is cross-trained and its membership stable; and the level of prior experience team members have had with teamwork as the determinants of overlap in a team's mental model of skill use. The beneficial outcomes of a high degree of overlap in the team's mental model of skill use were four team task behaviors: flexibility, quality, verbal communication, and time required in task planning. The flexibility construct was defined as the degree to which a team allocated and used the multiple competencies/skills of each of its members in pursuit of team goals. A model of the development of flexibility was developed as was a theory of the role of shared mental models in flexible skill use.
Ph. D.

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Nandkeolyar, Amit Kumar. "How do teams learn? : shared mental models and transactive memory systems as determinants of team learning and effectiveness." Diss., University of Iowa, 2008. http://ir.uiowa.edu/etd/2.

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Wiberg, Edvard, and Joel Rönnmark. "Det sitter i huvudet : En kvalitativ studie av mental träning inom svensk juniorishockey." Thesis, Linnéuniversitetet, Institutionen för idrottsvetenskap (ID), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-70194.

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Begreppet mental träning i idrottssammanhang är allmänt känt. Detta gäller även ishockeyn vilket styrks av denna kvalitativa studie. Studien har två målgrupper, där fokusgruppsintervjuer genomförts med elitsatsande juniorishockeyspelare och semi-strukturerade intervjuer genomförts med tränare från de deltagande spelarnas föreningar. Studiens syfte ämnade undersöka hur och på vilket sätt det arbetas med mental träning och vilka erfarenheter och värderingar som fanns hos målgrupperna. Resultatet av studien visar en gemensam syn från samtliga deltagare att mental träning är viktigt men att användandet av det i praktiken inte överensstämmer med de värderingar som råder. Bilden av vad mental träning innebär är av svaren att döma högst individuell och endast ett fåtal av deltagarna säger sig arbeta kontinuerligt med mental träning i prestationshöjande syfte. Kunskap om ämnet i stort och hur det kan användas av spelare och tränare i praktiken har fortfarande stor utvecklingspotential. Det är 14 år sedan Svenska Ishockeyförbundet genomförde en kvantitativ undersökning i ämnet mental träning. I undersökningen framgår det att spelarna ansåg att mental träning var viktigt, men trots detta arbetade nästintill ingen aktivt med det. Lite har hänt. Förhoppningsvis bidrar denna studie till att det om ytterligare 14 år skett en mer markant förändring.

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Aucamp, San-Marie. "Identification of mental models of managers with reference to success criteria for brokers." Thesis, Pretoria : [s.n.], 2002. http://hdl.handle.net/2263/27569.

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The business environment of today is characterised by great risks for organisations as well as for individuals. New principles and ways of working that differ significantly from what was done even as little as a decade ago are required. To keep to traditional stances in the corporate environment may mean that existing competitive advantages may not be enough anymore to ensure success. This also applies to the financial services sector where there is currently a clear shift from a product focus to a client focus. In the light of changes taking place in the financial services sector, it is also necessary to think differently about the mediators (brokers) delivering related services since the delivery channels have also changed due to technological development. Competitive advantages lie in a client and market focus rather than a product focus, and a process focus rather than a functional focus. The client’s voice must be heard and it is possible that a successful person in this focus is different from a successful person in the old focus. For the sake of quality in service delivery and alignment in the same direction, it is necessary for management to have a shared mental model when looking at staff decisions concerning brokers. They must also be aware of their own thoughts about staff within the changing focus and they must realise the impact this can have on their decisions. The main objective of this study is to determine whether the managers under investigation have a shared mental model in terms of success criteria for brokers. In order to do this, it is necessary to first investigate the concepts mental model and shared mental model and the impact they may have in an organisational environment. The Repertory Grid technique was used for data collection. As a result of the wide variety of Repertory Grid techniques, together with the various ways of application, it is essential to be familiar with the techniques and modes of application in order to choose the most suitable technique and application method for a specific study. Kelly’s Personal Construct theory contains the assumptions underlying this technique and it is important for a researcher to be aware of these regardless of whether this is the theory s/he will be using since the underlying assumptions will definitely have an influence on the interpretation of the results. The data was presented as a qualitative description of each manager’s mental model in terms of the successful broker as well as a short description of the person’s construction system regarding success in their business environment. Conclusions were made from a synthesis of the results regarding the extent to which there could be referred to a shared mental model and its possible impact on decisions and efficiency in the work and business environment. The results confirmed that the objectives of this research project were met. It emerged that this management team does not effectively share a mental model and that this may impact negatively on their business decisions. Recommendations were made regarding the change or establishment of a client-focused mental model. Suggestions for future research regarding broker efficiency were also made.
Thesis (MA (Research Psychology))--University of Pretoria, 2004.
Psychology
unrestricted

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Bedwell, Wendy L. "Facilitating Adaptive Team Performance: The Influence of Membership Fluidity on Learning." Doctoral diss., University of Central Florida, 2012. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/5120.

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Organizations across work domains that utilize teams to achieve organizational outcomes experience change. Resources change. Project deadlines change. Personnel change. Within the scientific community, research has recently surged on the topic of team adaptation to address the issue of change specifically within teams. There have generally been two lines of research regarding team adaptation (task and membership). This effort is focused on membership. Teams are not static—members come and go. The membership adaptation literature has traditionally focused on the performance effects of newcomers to teams. Yet in practice, more and more teams today experience membership loss without replacement. Military units are stretched to capacity. Economic conditions have forced organizations to do more with less. When members leave, they are rarely, if ever, replaced. The very nature of some organizations lends itself to fluid team memberships. Consider an emergency room where a team of nurses and doctors work on Patient A. When a more critical Patient B arrives that requires the expertise of one of those team members, that doctor will leave the Patient A to tend to the Patient B. This practice is common in such work environments. Yet despite the prevalence of this practice, the scientific community knows very little about the impact of losing members on team performance. The current study examines the impact of membership fluidity on team performance. The purpose of this study was twofold. First, there was the need to address an empirical gap in the adaptation literature by focusing on membership changes (loss and loss with replacement) in non-creative tasks. Second was the consideration of the processes underlying adaptation—namely learning, operationalized as the development of effective shared mental models (SMMs). Thus, a primary goal was to determine the magnitude of team performance decrements associated with such changes within a decision-making task as well as the associated changes in team process. Results suggest that three-person intact teams demonstrated greater adaptive performance than membership loss with replacement teams. Furthermore, two-person intact teams developed more similar task and team interaction SMMs than membership loss teams when SMMs were indexed as a Euclidean distance score. There were no differences in the level of sharedness regarding task, team interaction or teammate SMMs for three-person intact teams as compared to membership loss with replacement teams. However, when teammate SMMs were operationalized as the personality facets (i.e., the Big 5) in exploratory analyses, three-person intact teams did develop more similar SMMs regarding the agreeableness facet than membership loss with replacement teams. Additionally, when operationalized as Euclidean distance, the agreeableness facet significantly predicted adaptive team performance—specifically, the smaller the distance (i.e., more similar the MMs), the greater the adaptive performance in teams. When operationalized as the similarity index, the neuroticism facet significantly predicted adaptive team performance such that the more similar the SMMs, the greater the adaptive performance in teams. Results suggest that membership fluidity does negatively influence the development of shared mental models among teammates. Furthermore, this study provides additional evidence that teammate and team interaction mental models, which are typically not examined together in team studies, are differentially influenced by membership fluidity and differentially predict outcomes like adaptive team performance. This suggests researchers should include both of these cognitive components of team performance to fully understand the nature of these constructs.
ID: 031001540; System requirements: World Wide Web browser and PDF reader.; Mode of access: World Wide Web.; Error in paging: p. iv followed by another page numbered iv.; Adviser: .; Title from PDF title page (viewed August 21, 2013).; Thesis (Ph.D.)--University of Central Florida, 2012.; Includes bibliographical references (p. 157-169).
Ph.D.
Doctorate
Psychology
Sciences
Psychology; Industrial and Organizational

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Blust-Volpato, Stephanie Anna. "Inter-Organizational Problem Solving Among Disaster Managers: The Role of Common Ground." Thèse, Université d'Ottawa / University of Ottawa, 2014. http://hdl.handle.net/10393/30834.

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Despite disaster managers’ best efforts, inter-organizational disaster management suffers from varying levels of success. One factor that is likely to account for these variations is team mutual understanding, also known as common ground. To validate the potential effect of common ground in disaster management, the thesis investigates common ground in several interviews with disaster managers and in an experimental study involving an inter-organizational disaster event scenario. Analysis of interviews revealed that disaster managers perceived gaps in understanding between responders, the importance of mutual understanding, and perceived common ground similarly to depictions in theory with a few exceptions. Analyses of the experimental study indicated that contextual factors of Team composition, Problem solving approach and Type of tasks differently impacted measures of performance and implicit coordination, and that implicit coordination partially mediated and supressed the relationship between contextual factors and decision quality. Findings suggest the variation in disaster managers’ performance can be ascribed to common ground, implicit coordination, and contextual factors. Moreover, results showed the satisfaction with outcome did not correlate with expert rated quality of decision; and that while satisfaction related to consensus and quality of the decision was linked to generating alternative ideas and debate. Collaboration proved to be more effective in public communication tasks, especially for homogenous team composition. The findings support initiatives for more cross-training and further lab and field experiments.

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Burke, Jennifer L. "RSVP : an investigation of the effects of Remote Shared Visual Presence on team process and team performance in urban search and rescue teams." [Tampa, Fla] : University of South Florida, 2006. http://purl.fcla.edu/usf/dc/et/SFE0001501.

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Sertdemir, Erisken Yelda. "A Comparative Case Study On The Manifestation Of The Five Disciplines Of A Learning Organization In The English Language Preparatory Programs Of Two Higher Education Institutions." Phd thesis, METU, 2007. http://etd.lib.metu.edu.tr/upload/3/12608131/index.pdf.

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This comparative case study aimed to explore the elements that align with Senge&rsquo
s framework of the Learning Organization, comprised of the disciplines of Personal Mastery, Shared Vision, Mental Models, Team Learning, and Systems Thinking, in the English Language Preparatory Programs of two selected higher education institutions to determine what characteristics of a learning organization they possess. In this study, qualitative case study method was employed. The study was conducted in two organizations, one (Organization A), part of a private Englishmedium university, and the other (Organization B), part of a public Englishmedium university, in Ankara, Turkey. The sample contained seven administrators and twenty-two instructors from Organization A and seventeen instructors and 3 administrators from Organization B. The data collected through semi-structured interviews were analyzed using content analysis technique. The findings revealed that both organizations are evolving towards a learning organization, but have not institutionalized the five disciplines to an ideal state yet. Organization A is doing somewhat better than Organization B as regards the disciplines of Team Learning and Personal Mastery
however, there is no considerable difference between the organizations in terms of the disciplines of Shared Vision, Mental Models and Systems Thinking. Overall, in both organizations there are impediments in terms of the development and achievement of personal visions, learning of individuals and teams, development of a shared vision, surfacing and questioning mental models, and acting from a comprehensive systems approach.

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22

Kring, Jason P. "Communication Modality and After Action Review Performance in a Distributed Immersive Virtual Environment." Doctoral diss., University of Central Florida, 2004. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/4389.

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Technological innovations in data transfer and communication have given rise to the virtual team where geographically separate individuals interact via one or more technologies to combine efforts on a collective activity. In military, business, and spaceflight settings, virtual teams are increasingly used in training and operational activities; however there are important differences between these virtual collaborations and more traditional face-to-face (FTF) interactions. One concern is the absence of FTF contact may alter team communication and cooperation and subsequently affect overall team performance. The present research examined this issue with a specific focus on how communication modality influences team learning and performance gains. Evidence from a recent study on virtual team performance (Singer, Grant, Commarford, Kring, and Zavod, 2001) indicated local teams, with both members in same physical location in Orlando, Florida which allowed for FTF contact before and after a series of virtual environment (VE) missions, performed significantly better than distributed teams, with team members in separate physical locations in Orlando and Toronto, Canada and no FTF contact. For the first mission, local and distributed teams exhibited no significant difference in performance as measured by the number of rooms properly cleared in the building search exercises. In contrast, for the second mission, occurring after each team had completed the opportunity to discuss mission performance and make plans for future missions, local teams performed significantly better than distributed teams; a pattern that continued for the remaining six missions. Given that the primary difference between local and distributed teams was how they communicated outside of the VE during after action reviews (AARs), and that the localiii distributed difference was first detected on the second mission, after teams had completed one, 10-min discussion of mission performance, a tenable conclusion is that certain team characteristics and skills necessary for performance were communication-dependent and negatively affected by the absence of FTF communication. Although Singer et al. (2001) collected multiple dependent variables related to performance and communication activities, these measures were not designed to detect communication-dependent team factors and therefore incapable of supporting such an explanation. Therefore, the present research replicated Singer et al. (2001) and incorporated additional measures in order to determine if specific communication-dependent factors could explain the inferior performance of distributed teams. Three factors critical to team communication, particularly during the AAR process, are the similarity of team members. shared mental models (SMMs), team cohesion (task and interpersonal), and team trust (cognitive and emotional). Because evidence suggests FTF communication has a positive effect on processes related to each of these factors, the current study tested whether distributed teams exhibit less similar mental models and degraded cohesion and trust in comparison to local teams, which can affect performance. Furthermore, to test the prediction that distributed teams possess degraded communication and would benefit from improved communication skills, brief team communication training (TCT) was administered to half of the teams in each location condition. Thirty two, 2-person teams comprised of undergraduate students were equally distributed into four experimental conditions (n = 8) based on the independent variables of location (local vs. distributed) and training (TCT vs. no-TCT). Teams completed five missions using the same VE system and mission tasks as in Singer et al. (2001), however in the present study distributed team members were in separate rooms in the same building, not separate geographic locations. In iv addition to performance data, participants completed a series of questionnaires to assess SMMs, cohesion, and trust. It was hypothesized that local teams would again exhibit better performance than distributed teams and that the local team advantage could partly be explained by a greater similarity in mental models and higher levels of cohesion and trust. Moreover, TCT teams in both locations were expected to exhibit improved performance over their non-trained counterparts. Analyses of the three team factors revealed the largest location and communication training differences for levels of cognitive trust, with local teams reporting higher levels than distributed teams early after the second VE mission, and TCT teams reporting higher levels than no-TCT teams after the second and fifth VE missions. In contrast, the main effects of location and communication training were only significant for one SMM measure agreement between team members on the strengths of the team's leader during the AAR sessions. Local teams and TCT teams reported higher levels of agreement after the first VE mission than their distributed v and no-TCT counterparts. Furthermore, on the first administration of the questionnaire, TCT teams reported higher levels of agreement than non-TCT teams on the main goals of the VE missions. Overall, teams in all conditions exhibited moderate to substantial levels of agreement for procedural and personnel responsibility factors, but poor levels of agreement for mental models related to interpersonal interactions. Finally, no significant differences were detected for teams in each experimental condition on levels of task or interpersonal cohesion which suggests cohesion may not mature enough over the course of several hours to be observable. In summary, the first goal of the present study was to replicate Singer et al..s (2001) findings which showed two-person teams conducting VE missions performed better after the first mission if allowed face-to-face (FTF) contact during discussions of the team's performance. Local and distributed teams in the current study did show a similar pattern of performance, completing a greater total of rooms properly, although when evaluating mission-by-mission performance, this difference was only significant for missions 3 and 4. Even though distributed team members experienced the same experimental conditions as in Singer et al. (no pre-mission contact, no FTF contact during missions or AARs) and were told their partner was at .distant location, familiarity with a teammate's dialect and other environmental cues may have differentially affected perceptions of physical and psychological distance, or social presence, which ultimately altered the distributed team relationship from before. The second goal was to determine if brief TCT could reduce or eliminate the distributed team disadvantage witnessed in Singer et al. (2001). Results did not support this prediction and revealed no significant differences between TCT and no-TCT teams with regard to number of rooms searched over the five missions. Although purposefully limited to 1 hr, the brevity of the TCT procedure (1 hr), and its broad focus, may have considerably reduced any potential benefits of learning how to communicate more effectively with a teammate. In addition, the additional training beyond the already challenging requirements of learning the VE mission tasks may have increased the cognitive load of participants during the mission phase, leading to a detriment in performance due to divided attention. Despite several notable differences from Singer et al. (2001), the present study supports that distributed teams operating in a common virtual setting experience performance deficits when compared to their physically co-located counterparts. Although this difference was not attributed to agreement on SMMs or levels of cohesion, local teams did posses higher levels of cognitive trust early on in the experimental session which may partly explain their superior performance. However additional research that manipulates cognitive trust as an independent variable is needed before implying a cause-and-effect relationship. Ultimately, this study's most significant contribution is identifying a new set of questions to understand virtual team performance. In addition to a deeper examination of cognitive trust, future research should address how features of the distributed team experience affect perceptions of the physical and psychological distance, or social presence, between team members. It is also critical to understand how broadening the communication channel for distributed teams, such as the inclusion of video images or access to biographical information about one's distant teammate, facilitates performance in a variety of virtual team contexts.
Ph.D.
Department of Psychology
Arts and Sciences
Psychology

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23

Borderie, Joceran. "La quête du Team Flow dans les jeux vidéo coopératifs : apports conceptuels et méthodologiques." Thesis, Rennes 2, 2015. http://www.theses.fr/2015REN20015/document.

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De récents travaux ont amorcé l’exploration des formes sociales de l’expérience optimale (i.e. group flow et team flow). Toutefois, la connaissance que l’on a de ces processus et des manières de les identifier reste très limitée. Ce travail de thèse visait d’une part à définir le team flow et à en isoler les dimensions conceptuelles, et d’autre part, à élaborer une nouvelle méthode d’observation visant à détecter les différentes formes de flow grâce aux comportements des joueurs et à l’enregistrement des parties de jeu. Dans cette perspective, trois études ont été menés sur différents jeux coopératifs (League of Legends, Resident Evil 5…) et ont révélé : 1) que le team flow est un phénomène qualitativement différent de la forme individuelle du flow et présente donc des dimensions conceptuelles qui lui sont spécifiques ; 2) que l’interdépendance positive et les modèles mentaux partagés semblent jouer un rôle majeur dans l’émergence du team flow. L’interdépendance permet de lier les joueurs dans l’action et de les orienter dans une direction commune. Les modèles mentaux semblent permettre aux joueurs de construire un cadre d’organisation partagé qui favorise l’émergence d’une coopération efficace et fluide ; 3) que le flow, le team flow et le group flow sont des états mentaux qu’il semble possible de détecter en observant le comportement des joueurs et leurs actions dans le jeu. Considérées dans leur ensemble, ces études ont permis de mieux cerner le fonctionnement de l’expérience optimale de coopération, sa singularité face à la version individuelle du flow, ainsi que des pistes pour identifier ces états mentaux en temps réel. Après avoir discuté les principaux résultats de cette thèse, nous suggérons des perspectives de recherches et d’applications dépassant le cadre du jeu vidéo
Recent studies have explored social forms of the optimal experience (i.e. group flow and team flow). However, knowledge about these processes and ways to identify them, is very limited. Therefore, the present thesis aims, first, to define the team flow and its conceptual dimensions, and second, to create a new method to detect the different forms of flow through observation of players’ behavior and game replays. In this vein, three studies were carried out on different cooperative games (League of Legends, Resident Evil 5…) and revealed that: 1) team flow is a phenomenon qualitatively different from individual flow and therefore posseses unique conceptual dimensions; 2) positive interdependence and shared mental models seem to play a major role in the emergence of team flow. Positive interdependence links players in action and points them in a common direction. Mental models appear to allow players to build a shared organizational framework that promotes the emergence of an effective and smooth cooperation; 3) flow, team flow and group flow are mental states that seem to be possibly detectable by observing players’ behavior and their actions in the game. The joint outcomes of these studies help to define the optimum cooperative experience, its functioning, its specific characteristics compared to the individual version of flow, as well as ways to identify these mental states in real time. After discussing the main results of this thesis, we suggest research perspectives and applications beyond the scope of gaming

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Bisbey, Tiffany. "Toward a Theory of Practical Drift in Teams." Honors in the Major Thesis, University of Central Florida, 2014. http://digital.library.ucf.edu/cdm/ref/collection/ETH/id/1574.

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Practical drift is defined as the unintentional adaptation of routine behaviors from written procedure. The occurrence of practical drift can result in catastrophic disaster in high-reliability organizations (e.g. the military, emergency medicine, space exploration). Given the lack of empirical research on practical drift, this research sought to develop a better understanding by investigating ways to assess and stop the process in high-reliability organizations. An introductory literature review was conducted to investigate the variables that play a role in the occurrence of practical drift in teams. Research was guided by the input-throughput-output model of team adaptation posed by Burke, Stagl, Salas, Pierce, and Kendall (2006). It demonstrates relationships supported by the results of the literature review and the Burke and colleagues (2006) model denoting potential indicators of practical drift in teams. Research centralized on the core processes and emergent states of the adaptive cycle; namely, shared mental models, team situation awareness, and coordination. The resulting model shows the relationship of procedure—practice coupling demands misfit and maladaptive violations of procedure being mediated by shared mental models, team situation awareness, and coordination. Shared mental models also lead to team situation awareness, and both depict a mutual, positive relationship with coordination. The cycle restarts when an error caused by maladaptive violations of procedure creates a greater misfit between procedural demands and practical demands. This movement toward a theory of practical drift in teams provides a conceptual framework and testable propositions for future research to build from, giving practical avenues to predict and prevent accidents resulting from drift in high-reliability organizations. Suggestions for future research are also discussed, including possible directions to explore. By examining the relationships reflected in the new model, steps can be taken to counteract organizational failures in the process of practical drift in teams.
B.S.
Bachelors
Psychology
Sciences

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25

Wåhlin, Peter. "Enhanching the Human-Team Awareness of a Robot." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-16371.

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The use of autonomous robots in our society is increasing every day and a robot is no longer seen as a tool but as a team member. The robots are now working side by side with us and provide assistance during dangerous operations where humans otherwise are at risk. This development has in turn increased the need of robots with more human-awareness. Therefore, this master thesis aims at contributing to the enhancement of human-aware robotics. Specifically, we are investigating the possibilities of equipping autonomous robots with the capability of assessing and detecting activities in human teams. This capability could, for instance, be used in the robot's reasoning and planning components to create better plans that ultimately would result in improved human-robot teamwork performance. we propose to improve existing teamwork activity recognizers by adding intangible features, such as stress, motivation and focus, originating from human behavior models. Hidden markov models have earlier been proven very efficient for activity recognition and have therefore been utilized in this work as a method for classification of behaviors. In order for a robot to provide effective assistance to a human team it must not only consider spatio-temporal parameters for team members but also the psychological.To assess psychological parameters this master thesis suggests to use the body signals of team members. Body signals such as heart rate and skin conductance. Combined with the body signals we investigate the possibility of using System Dynamics models to interpret the current psychological states of the human team members, thus enhancing the human-awareness of a robot.
Användningen av autonoma robotar i vårt samhälle ökar varje dag och en robot ses inte längre som ett verktyg utan som en gruppmedlem. Robotarna arbetar nu sida vid sida med oss och ger oss stöd under farliga arbeten där människor annars är utsatta för risker. Denna utveckling har i sin tur ökat behovet av robotar med mer människo-medvetenhet. Därför är målet med detta examensarbete att bidra till en stärkt människo-medvetenhet hos robotar. Specifikt undersöker vi möjligheterna att utrusta autonoma robotar med förmågan att bedöma och upptäcka olika beteenden hos mänskliga lag. Denna förmåga skulle till exempel kunna användas i robotens resonemang och planering för att ta beslut och i sin tur förbättra samarbetet mellan människa och robot. Vi föreslår att förbättra befintliga aktivitetsidentifierare genom att tillföra förmågan att tolka immateriella beteenden hos människan, såsom stress, motivation och fokus. Att kunna urskilja lagaktiviteter inom ett mänskligt lag är grundläggande för en robot som ska vara till stöd för laget. Dolda markovmodeller har tidigare visat sig vara mycket effektiva för just aktivitetsidentifiering och har därför använts i detta arbete. För att en robot ska kunna ha möjlighet att ge ett effektivt stöd till ett mänskligtlag måste den inte bara ta hänsyn till rumsliga parametrar hos lagmedlemmarna utan även de psykologiska. För att tyda psykologiska parametrar hos människor förespråkar denna masteravhandling utnyttjandet av mänskliga kroppssignaler. Signaler så som hjärtfrekvens och hudkonduktans. Kombinerat med kroppenssignalerar påvisar vi möjligheten att använda systemdynamiksmodeller för att tolka immateriella beteenden, vilket i sin tur kan stärka människo-medvetenheten hos en robot.

The thesis work was conducted in Stockholm, Kista at the department of Informatics and Aero System at Swedish Defence Research Agency.

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St, Germain Joey Tenenbaum Gershon. "Shared mental model utilization among high school basketball players." Diss., 2005. http://etd.lib.fsu.edu/theses/available/etd-11142005-143007.

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Thesis (M.S.)--Florida State University, 2005.
Advisor: Gershon Tenenbaum, Florida State University, College of Education, Dept. of Educational Psychology and Learning Systems. Title and description from dissertation home page (viewed Feb. 1, 2006). Document formatted into pages; contains viii, 62 pages. Includes bibliographical references.

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Chung, Cheng-Hung, and 鍾承宏. "Shared Mental Model and Flow in MMOG Player Groups." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/47212402102551026656.

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碩士
國立交通大學
多媒體工程研究所
99
Flow is the state that when an individual is in an activity, the challenge and his skill are balanced, and therefore the best experience of high engagement and immergence. But if it is a team who engage in an activity together, the team’s skill is not equal to the direct sum of all members’ skill. Each group member gets gradually familiar with his own mission, enhances the knowledge of teammates, understands level and goal of the group, and constructs the shared mental model of the team in the progress of the activity. This mental construction influences the effectiveness of the real world group, and is also the source of fun for online game groups. This research introduces the concept of shared mental models in MMOG groups, adopts World of Warcraft as our researching platform, uses questionnaire UI to collect background and combat data, mental model details, flow experience, and flow state of each player in the team. This research claims that: in shared mental model, the consistency of the knowledge about the team, and the distribution of the knowledge about the mission and teammates have significant effect on player’s flow state. In groups composed in different ways, the effectiveness of the shared mental model to the flow state also differs. The more team members are familiar with each other, the more shared mental model grows, and the more the shared mental model can impact the flow state. MMOG players are tending to construct guild teams or arranged teams and build mature shared mental model. It is one of the ways that players get fun on their own.

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Chang, Shan-Mei, and 常善媚. "Shared mental model for teamwork of MMORPG core gamers." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/80802664465475785599.

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碩士
國立交通大學
教育研究所
98
Most of the researchers regard online gaming as a major leisure activity for the youth (Ang, Zaphiris, & Mahmood, 2007). Some researchers regard online games as the third space (Steinkuehler & Williams, 2006) in addition to the first and second spaces, family and job. However we have observed some game players who do not play in causal manner; instead, they invest tremendous mental efforts and play games as serious as working for a paid job, especially for those in MMORPGs. Serious gamers were also called core gamers by Yee (2006a) and he suggests that games seem more and more like workplaces. This study investigated online gamers of World of Warcraft, especially their knowledge of teamwork, team building, and shared mental models (Cannon-Bowers & Salas, 1990, 1993).We aimed at exploring the shared mental models of a very successful WOW team through in-depth interview and conducted content analysis toward their comments. We analyze the quality of members’ shared mental models, the similarity and distribution of the knowledge among members. Gamers’ shared mental model could be categorized as three separate sets, knowledge of teamwork, knowledge of role, and knowledge of teammate. We found that the shared mental model of core gamers are high in consensus and are highly coherent among various elements of knowledge (display an orderly, logical, and aesthetically consistent relations), and elaborated. The results were listed in below. (1) The team selected in this study has some special features. It was a stable team in a well-organized guild and the members were long-term core gamers in this guild. Their gaming capacity and stability, excessive resources supported by the guild provided them chances to pursue playfulness instead of hard works. They regard this playfulness pursuing as the central trait of the team compared with other player teams. It implies that playfulness is not a regular trait/aim of the online game teams and further more most of the online game teams focus on hard working, training, and specific achievement goals. The boundary of working and fun seeking (play) is unusually vague in online game teams. (2) The coordinator (called raid leader) and leader in the raid battles (called main tank) played critical roles in team function and in the formation of shared mental models. (3) There were several subgroups in the team and the subgroup affiliation could be identified by members’ comments and shared mental model. (4) The social network of the team was composed by two layers, among members and among avatars. Two layers were independent with interesting to-and-fro connections. (5) Shared mental models provided insights about roles and role expectations among team members and avatars. The results could contribute to the understanding of a special team operation that is not typical seen in working space. Therefore the generalization of current results should be made carefully. However, the shared mental models revealed in this study might offer critical reflections about team functions, effectiveness traning, and management for formal organizations such as companies, governments and schools.

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Lin, Kuan-hsiu, and 劉冠秀. "A Multilevel Analysis of Organizational Change Perception andCommitment to Change : The Mediating Effect of Shared Mental Model and Psychological Workplace Strain." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/15348707010406105924.

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碩士
國立臺南大學
行政管理學系行政管理組碩士班
98
The research was a cross-level study on organizations and the individual. The purpose was to explain the relationships between organizational change perception, shared mental model, psychological workplace strain, and the commitment to change. For the organization level analysis, we discussed whether organizational change perception affects shared mental models. For the cross level analysis, we examined the effect between organizational change perception with psychological workplace strain and the commitment to change. Also, we examined the effect between the shared mental model and the commitment to change. In addition, we analyzed whether the shared mental model and psychological workplace strain mediated toward the cross-level study. This study collected data from small and medium-sized enterprises. We delivered 2000 questionnaires and 1201 valid questionnaires were returned. The 1201 questionnaires were collected from 65 SME’s. After statistic analyses, the major findings of this study are summarized as follows: First, organizational change perception has a positive effect on the commitment to change. Second, organizational change perception has a negative effect on psychological workplace strain. Third, organizational change perception has a positive effect on shared mental model. Fourth, psychological workplace strain has a negative effect on commitment to change. Fifth, the shared mental model has a positive effect on commitment to change. Sixth, according to this study, psychological workplace strain was a mediating construction between organizational change perception and the commitment to change. Seventh, this study showed that shared mental model was a mediating construction between organizational change perception and commitment to change.

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Li-Meng-Shian and 李孟憲. "Professional Mechanical Group and Electrical and Electronic group of students shared mental model And practice of workplace safety and health relations." Thesis, 2010. http://ndltd.ncl.edu.tw/handle/56161639828207485250.

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碩士
國立彰化師範大學
工業教育與技術學系
98
The aim of the research was to investigate the correlation of shared mental models and industrial safety-hygiene for Mechanical and Electrical group at the central region in Taiwan. Data was gathered through questionnaire survey and the participants consist of 960 students in 18 vocational high schools at the central region. The measurements were including shared mental models scale and industrial safety-hygiene scale. After Ttest , ANOVA, and c annonical correlation , we recovered 828 questionnaires and the participation rate for completed questionnaires was 86.25%. The results of this study were as follows: 1. The current status of shared mental models and industrial safety-hygiene were positive for Mechanical and Electrical group at the central region. 2 .The shared mental models and industrial safety-hygiene of male students were higher than female students for Mechanical and Electrical group at the central region. 3. There have significant difference in grade 1, 2, 3 for Mechanical and Electrical group at the central region. 4. The shared mental models of Mechanical students were higher than Electrical group at the central region. 5. The industrial safety-hygiene of public vocational schools were higher than private schools for Mechanical and Electrical group at the central region. 6. The shared mental models and industrial safety-hygiene of Vocational High School and Agriculture High School were higher than High School of Commerce for Mechanical and Electrical group at the central region. 7. There have significant difference in different region for Mechanical and Electrical group at the central region. 8. There have significant correlation between shared mental models and industrial safety-hygiene for Mechanical and Electrical group at the central region.

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Chi-Tai, Shen, and 沈其泰. "The Power of the Shared Mental Model on Knowledge Sharing - Investigating the moderating effects of personal characteristics and characteristics’similarities between team members." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/36732776736702949115.

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碩士
元智大學
管理研究所
91
This study aims to investigate how the shared mental model between team members can have influences on team members’ knowledge sharing behaviors. It also aims to examine how the relationship between shared mental model and knowledge sharing can be moderated by team members’ personal characteristics (including demographic traits and personalities) and characteristics’ similarities (i.e., trait similarity and personality similarity) between team members. We administered network questionnaires to collect full network data of the whole team. Totally 243 samples from 42 research and development teams ( including R&D and NPD teams) in Taiwan’s informational technology industries were collected. Furthermore, in order to facilitate dyadic level analysis, we transferred our data into 1334 dyadic data sets to test the hypotheses. Results show that, first, the shared mental model between team members has positive effect on knowledge sharing behaviors. Second, there is no any moderating effect found that team members’ demographic traits (including sex, age, and education) and demographic similarities have on the relationship between shared mental model and knowledge sharing. Furthermore, when considering the knowledge sharer’s personalities, both of conscientiousness and extroversion are found to have positive moderating effects on such relationship. Moreover, it’s also found that only when the knowledge sharer has a high conscientious personality and the knowledge receiver has a similar personality with him, then personality similarity between these two members has a positive moderating effect. On the other hand, in terms of the extroverted personality, the personality similarity is found to have a negative moderating effect, only when the knowledge sharer has a high extroverted personality but the knowledge receiver has no similar personality. These results suggest that there is complicated interaction existed between personality trait and personality similarity. Implications for future research on team composition and team management are also discussed.

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Hou, Jou-chun, and 侯柔均. "A study of Cross-Level between Change-Oriented Leadership and Affective Commitment: The Mediating Effects of Shared Mental Model and Psychological Empowerment." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/92230636699014460553.

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碩士
國立臺南大學
行政管理學系碩士班
101
The research was a cross-level study. The purpose of this study is to explore the relationship between four constructs: change-oriented leadership, shared mental model, psychological empowerment and affective commitment. In addition, we analyzed whether the shared mental model and psychological empowerment mediated toward the cross-level study. This study collected data from small and medium-sized enterprises. We delivered 1200 questionnaires and 599 valid questionnaires were returned. After statistic analyses, the major findings of this study are summarized as follows: 1. Change-oriented leadership is positively related between shared mental model, psychological empowerment, and affective commitment. 2. Shared mental model has a positive effect on affective commitment. 3. Psychological empowerment has a positive effect on affective commitment. 4. Shared mental model is positively mediated the relationship between change-oriented leadership and affective commitment. 5. Psychological empowerment is positively mediated the relationship between change-oriented leadership and affective commitment.

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Lin, Tung-Ming, and 林桐銘. "A Cross-level Analysis of Organizational Change on Employees’ Turnover Intention: The Mediating Effects of Psychological Contract Breach and Shared Mental Model." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/m8u8hw.

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博士
國立中山大學
人力資源管理研究所
104
The purpose of this study is to examine the influence of organizational change on employees’ psychological contract, shared mental model and their turnover intention by using a cross-level of organizational change theory. Based on the perspective of social cognitive theory, this study draws on employees’ subjective cognitive state as a linking mechanism to connect the relationship among all related variables. 　　Data were collected from 45 diverse organizations involving 973 employees who provided the information about organizational change, psychological contract, shared mental model, turnover intention, and demographic variables in Taiwan. Hierarchical linear modeling technique was utilized to test two cross-level mediation models. One model is labeled 2-1-1, the three numbers indicating organizational change (Xj), psychological contract (Mij), and turnover intention (Yij) , and the other model is labeled 2-2-1, the three numbers indicating organizational change (Xj), shared mental model (Mj), and turnover intention (Yij). The results show that both psychological contract breach at the individual level and shared mental model at the organizational level fully mediated the relationship between organizational change and turnover intention. Implications for practice and directions for future research are discussed.

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Mai, Melanie Busch Michael W. "Shared mental models - measuring team knowledge /." 2007. http://www.gbv.de/dms/ilmenau/abs/549578544mai.txt.

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Santos, Catarina Marques dos. "Shared mental models and shared temporal cognitions: contributions to team processes and team effectiveness." Doctoral thesis, 2016. http://hdl.handle.net/10071/12328.

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JEL Classification System: D23 Organizational Behavior; O15 Human Resources, Human Development
The main goal of the thesis is to analyze the effects of shared mental models and shared temporal cognitions on team processes and effectiveness over time. The thesis includes five empirical studies. The findings of the study reported in chapter 2 suggest that relationship conflict mediates the relationship between team mental model similarity at the beginning of the team lifecycle and team effectiveness. Chapter 3 describes a study that reveals that team creativity positively mediates the relationship between shared mental models and team effectiveness; and that intragroup conflict and creativity sequentially mediate the relationship between shared mental models and team effectiveness. Chapter 4 describes a study that suggests that shared temporal cognitions function as a substitute of temporal leadership in reducing temporal conflict. Further, this study provides evidence for the mediating role of temporal conflict between temporal leadership and team performance, and between shared temporal cognitions and team performance. The findings of the study reported in chapter 5 indicate that when accuracy is low, the more similar team members’ temporal mental models are, the less they engage in learning behaviors; and that team adaptation mediates the relationship between team learning and performance. Finally, the findings of the study reported in chapter 6 show that temporal and task mental models are crucial for the translation of team learning behaviors into performance improvement. The thesis contributes to the understanding of teamwork, in particular to the important role of shared mental models and shared temporal cognitions for managing teams in organizational contexts.
A presente tese pretende analisar o efeito dos modelos mentais partilhados e das cognições temporais partilhadas nos processos de equipa e na eficácia ao longo do tempo. A tese inclui cinco estudos empíricos. O estudo do capítulo 2 sugere que o conflito relacional medeia a relação entre a semelhança dos modelos mentais de equipa e a eficácia da equipa. O estudo do capítulo 3 sugere que a criatividade da equipa medeia a relação entre modelos mentais partilhados e eficácia; e o conflito intragrupal e a criatividade medeiam sequencialmente a relação entre modelos mentais partilhados e eficácia. O estudo do capítulo 4 sugere que as cognições temporais partilhadas funcionam como substituto da liderança temporal na redução do conflito temporal. Para além disso, o conflito temporal medeia a relação entre liderança temporal e desempenho, bem como a relação entre cognições temporais partilhadas e desempenho. O estudo do capítulo 5 indica que quando a precisão dos modelos mentais é baixa, quanto mais semelhantes são os modelos mentais temporais, menos a equipa se envolve em comportamentos de aprendizagem; e a adaptação da equipa medeia a relação entre aprendizagem e desempenho. O estudo do capítulo 6 revela que os modelos mentais temporais e de tarefa são fundamentais para que os comportamentos de aprendizagem se traduzam num aumento de desempenho ao longo do tempo. A tese contribui para a compreensão do trabalho em equipa, mais concretamente para a importância dos modelos mentais partilhados e das cognições temporais partilhadas na gestão de equipas em contextos organizacionais

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Kamali, Kaivan. "Multiparty proactive communication a perspective for evolving shared mental models /." 2007. http://etda.libraries.psu.edu/theses/approved/WorldWideIndex/ETD-1982/index.html.

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CHONG-WUNCHEN and 陳寵文. "Exploring the Effects of Shared Mental Models on Startup’s Knowledge Sharing and Innovation Performance." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/ey4xd3.

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Faria, Jaime Augusto Azevedo de Sousa. "O papel de liderança dos Chefes na eficácia do trabalho das equipas de cozinha." Master's thesis, 2014. http://hdl.handle.net/10071/8475.

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Numa altura em que assistimos a um interesse crescente pelo estudo de equipas de trabalho em ambientes organizacionais cada vez mais dinâmicos e complexos, e pertencendo “a cozinha” a um sector de atividade económica de tão grande relevância para a economia em geral, este estudo procura contribuir para um maior conhecimento das dinâmicas funcionais existentes numa cozinha. Sendo o estudo científico de ambientes organizacionais de uma cozinha praticamente inexistente, esta investigação avaliou de que modo o Chefe de Cozinha influencia a sua equipa para que esta se torne eficaz, sendo dada especial atenção ao papel do líder na formação de processos cognitivos dos modelos mentais partilhados. Participaram no estudo 8 Chefes Executivos. Realizadas as entrevistas, foi analisada a informação recorrendo ao software MaxQDA11, relacionando os segmentos semânticos das transcrições com o dicionário de categorias previamente elaborado. Os resultados revelaram que num ambiente de cozinha uma equipa eficaz é aquela cujos membros, continuamente, têm a capacidade de executar bem a tarefa que lhes é incumbida pelo Chefe, tendo simultaneamente a capacidade de se adaptar às circunstâncias imprevistas, de modo que a execução da tarefa nunca seja posta em causa. Relativamente ao conceito de Modelos Mentais Partilhados, apesar do desconhecimento teórico e científico acerca dos mesmos por parte dos Chefes, verificamos que os Modelos Mentais Partilhados se encontram presentes na forma como o líder e as equipas se relacionam. No final, os resultados são analisados e retiradas as conclusões, sendo ainda identificadas as limitações e apontados os estudos futuros.
Despite the growing interest for the study of team performance in complex and dynamic environments, we know little about the kitchens as an organizational environment. Since “the Kitchen” belongs to a relevant economic sector (tourism), this study aims at contributing to a larger and more profound knowledge of the dynamics between the leader and his team, and how that contributes for the organization´s effectiveness. Nevertheless, this investigation tried to evaluate the Executive Chef’s influence on his team, in order to make it efficient, with particular focus on the leader’s role in the development of the cognitive processes of its shared mental models. Eight Executive Chefs participate in this study. After the interviews, all information was analyzed through software MaxQDA11, relating the semantic segments of the transcriptions to the dictionary of categories previously created. The outcome showed that in a Kitchen, an efficient team is the one whose members have the capacity of permanently perform to perfection the task put in charge by the Chef, having at the same time the capacity of adapting to unexpected circumstances, so that the implementation of the task will never be put in question. Concerning the concept of the Shared Mental Models, in spite of its scientific and theoretical ignorance by the Chefs, we can check out that they are subconsciously present in the way the leader and his team relate. We finally analyzed the results and got the conclusions, identifying some limitations and pointing out future studies.

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Preston, David S. "Shared mental models between the chief information officer and top management team towards information systems strategic alignment /." 2004. http://purl.galileo.usg.edu/uga%5Fetd/preston%5Fdavid%5Fs%5F200412%5Fphd.

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YEN, TING-CHUN, and 顏廷純. "Impact on Shared Mental Models on Teamwork Process of Personal Cognition–The interference effect of Team Tasks." Thesis, 2015. http://ndltd.ncl.edu.tw/handle/r334cb.

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碩士
東吳大學
企業管理學系
104
As firms are facing the trends of globalization and rapid changes, team workload has increased and gets more complex, thereby increase the chances for team working. Topics related with team work and shared mental models within a team has become increasingly important. However, there are scarce research on team work which focus on individual cognition. Thus, this research tries to investigate the differences between the process of team work through individual cognition and shared mental models. In addition, since the process of individual cognition team works may vary from different type of work, so this research tend to focus on the role played in team work tasks, and study more into the process of individual cognition team work. This research targets financial industry as the object of study and has collected 329 samples from financial industry employees, we used questionnaire method and targeted 18 financial service industries for study. We used SPSS and HLM to evaluate the correlation between the variable and examine the hypothesis between main effect and intervening effect. The research has shown that " Awareness of Expertise Location " and " Shared Task Understanding" will have positive effects in "process of individual cognition", "action of individual cognition" and "interpersonal of individual cognition". In addition, shared mental model's "task consensus" have a positive jamming effect on team work tasks and process of individual cognition. Through this research's result, in order to increase the individual cognition within a team, one can target professional recognition and task consensus to boost the process of individual cognition work, and one can use team's task consensus to boost the process of individual cognition work, which increase the efficiency of the team, by increasing the target dependency and task dependency between teams.

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Sikorski, Eric G. "Team knowledge sharing intervention effects on team shared mental models and team performance in an undergraduate meteorology course." 2009. http://etd.lib.fsu.edu/theses/available/etd-04132009-100253.

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Thesis (Ph. D.)--Florida State University, 2009.
Advisor: Tristan E. Johnson, Florida State University, College of Education, Dept. of Educational Psychology and Learning Systems. Title and description from dissertation home page (viewed June 24, 2009). Document formatted into pages; contains ix, 170 pages. Includes bibliographical references.

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Bentley, Amanda. "On the Border in Everglades and Dry Tortugas: Identifying Federal Law Enforcement Perspectives on Response to Cuban Immigrant Landings in South Florida's National Parks." Thesis, 2011. http://hdl.handle.net/1969.1/ETD-TAMU-2011-08-9771.

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Federal agencies operating along the border in southern Florida include the United States Coast Guard (USCG), United States Customs and Border Protection (USCBP), which is the parent agency for Border Patrol (BP), Immigration Customs Enforcement (ICE), and the National Park Service (NPS). Each agency has its own mission regarding immigration, and conflicts have emerged regarding responsibilities and responses to immigrant landings. The purpose of this study was to identify federal law enforcement perspectives about tactics for responses to Cuban immigrant landings within national parks in southern Florida. This study was motivated by the following research questions: 1.) How do the federal agencies operating along the southeastern border in Florida work together during responses to Cuban immigrant landings within national parks? 2.) What are the perspectives among agency personnel about tactics for response to Cuban immigrant landings within national parks? 3.) What tactics should be emphasized in future responses? The concept of shared mental models (SMM) provided a framework for the research, and data was collected through the Q method. Three factors, or social perspectives, on responses to landings were revealed: 1.) React & Transport, 2.) Protect and 3.) Plan. Implications for managers, limitations and future research is discussed.

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Rabbat, François. "De la diversité des équipes : étude du rôle des vecteurs de failles sur la performance." Thèse, 2014. http://hdl.handle.net/1866/11931.

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Tetour, Vlastimil. "Efektivita intervence sociomapování u vybraných charakteristik pracovních týmů." Master's thesis, 2019. http://www.nusl.cz/ntk/nusl-404686.

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Diploma thesis strives to identify the effectiveness of sociomapping in relation to selected charakteristics of work groups and teams. Literature review section defines the theoretical background of group and teamwork, which is being followed by the topics of team states and processes, team communication, mental models, team climate and teamwork effectivity. The final part focuses on team interventions, ways of evaluating their effectiveness and introduces specific aspects of sociomapping. The empirical part uses quantitative research approach, which analyzes the relationship between the method of sociomapping and its effect on the frequency of team communication, shared mental models in the form of the difference between the optimal and current frequency of communication and team climate. The sociomapping intervention is expected to have an effect on team performance in the form of higher hotel rating and team performance assessment. Both values were measured before and after the intervention. It is expected, that the frequency of team communication, the difference between optimal and current frequency of communication and team climate will behave as mediators. The results showed that sociomapping intervention is positively related to hotel rating (p = 0.014), but not to team performance...

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Dissertations / Theses on the topic 'Shared mental model'

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