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Journal articles on the topic 'Shared mental model'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

Du, Jun Min. "Shared Mental Models for Collaborative Mechanical Design in Mechanical Engineering." Advanced Materials Research 644 (January 2013): 378–81. http://dx.doi.org/10.4028/www.scientific.net/amr.644.378.

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Collaborative mechanical design in mechanical engineering means the collaborative design for mechanical engineering or mechanical product. Collaborative mechanical design is the process in which actors from different disciplines share their knowledge about the mechanical product design process and content. Shared mental models are considered to facilitate the creation of shared understanding among actors, which is critical for collaborative mechanical design. After a review of shared mental models, we discuss the shared mental models in design. We propose shared design mental models(SDMM) as the core component of shared mental models from a design perspective, which is about design rationale of collaborative design. Design thinking process model(DTPM) has been proposed to represent SDMM.

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Gisick, Logan M., Kristen L. Webster, Joseph R. Keebler, Elizabeth H. Lazzara, Sarah Fouquet, Keaton Fletcher, Agnes Fagerlund, Victoria Lew, and Raymond Chan. "Measuring shared mental models in healthcare." Journal of Patient Safety and Risk Management 23, no. 5 (September 20, 2018): 207–19. http://dx.doi.org/10.1177/2516043518796442.

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Objective To review common qualitative and quantitative methods of measuring shared mental models appropriate for use in the healthcare setting. Background Shared mental models are the overlap of individuals’ set of knowledge and/or assumptions that act as the basis for understanding and decision making between individuals. Within healthcare, shared mental models facilitate effective teamwork and theorized to influence clinical decision making and performance. With the current rapid growth and expansion of healthcare teams, it is critical that we understand and correctly use shared mental model measurement methods assess optimal team performance. Unfortunately, agreement on the proper measurement of shared mental models within healthcare remains diffuse. Method This paper presents methods appropriate to measure shared mental models within healthcare. Results Multiple shared mental model measurement methods are discussed with regard to their utility within this setting, ease of use, and difficulties in deploying within the healthcare operational environment. For rigorous analysis of shared mental models, it is recommended that a combination of qualitative and quantitative analyses be employed. Conclusion There are multitude of shared mental model measurement methods that can be used in the healthcare domain; although there is no perfect solution for every situation. Researchers can utilize this article to determine the best approach for their needs.

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McElheran, William, Philip Eaton, Carol Rupcich, Marilyn Basinger, and David Johnston. "Shared mental health care: The Calgary model." Families, Systems, & Health 22, no. 4 (2004): 424–38. http://dx.doi.org/10.1037/1091-7527.22.4.424.

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Keleher, Helen. "Community-based Shared Mental Health Care: A Model of Collaboration?" Australian Journal of Primary Health 12, no. 2 (2006): 90. http://dx.doi.org/10.1071/py06027.

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Shared mental health care is being developed as a community-based model of service delivery that is described as a collaborative model with the intention to shift cultures of general practice from simple referral models to stronger models of collaboration. This article examines the degree to which community-based shared mental health care can be considered a collaborative model of care, and the implications for policy and practice and for consumers recovering from depression and related disorders. Victorian-based research informs the discussion, together with literature that discusses shared mental health care. Overall, the literature supports the view that there are positive outcomes of shared primary mental health care, including continuity of care for consumers and enhanced skills for general practitioners. However, features of collaborations such as inter-disciplinary trust, working together, shared planning or sharing of resources are weak in shared mental health care, suggesting that current practice models are working at a level of cooperation rather than true collaboration. The conceptualising of shared mental health care practices in terms of the theory of par partnerships and collaborations can only inform and strengthen the foundations of shared mental health care.

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Andres, Hayward P. "Shared Mental Model Development During Technology-Mediated Collaboration." International Journal of e-Collaboration 7, no. 3 (July 2011): 14–30. http://dx.doi.org/10.4018/ijec.2011070102.

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This study examines how collaboration mode – face-to-face and videoconferencing technology-mediated virtual teams - shapes negotiated shared interpretation of ideas needed for shared mental model construction. Social impact theory and group action theory provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development. Social impact theory suggests that team member behavior is affected by 1) influential members, 2) number of members, and 3) proximity. Group action theory proposes that team member behavior is guided by 1) assessment of task requirements, 2) adopted task strategy, and 3) evaluation of task solution. This study argues that technology-mediated collaboration will exhibit lower participation rates and intra-team communication deficiencies while developing a shared mental model of task requirements, strategy and status. Partial least squares analysis revealed that technology-mediated collaboration does impact shared mental model development. Observers noted that decision making effectiveness and timeliness regarding task execution strategy and solution content was facilitated by a shared understanding of the task context. The study also confirmed the utility of direct observation for studying communication behaviors and social interaction in the development of shared mental model and teamwork.

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Johnson, Tristan E., and Debra L. O'Connor. "Measuring team shared understanding using the analysis-constructed shared mental model methodology." Performance Improvement Quarterly 21, no. 3 (2008): 113–34. http://dx.doi.org/10.1002/piq.20034.

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Andres, Hayward P. "Technology-Mediated Collaboration, Shared Mental Model and Task Performance." Journal of Organizational and End User Computing 24, no. 1 (January 2012): 64–81. http://dx.doi.org/10.4018/joeuc.2012010104.

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This study takes a direct observation research approach to examine how the impact of collaboration mode on team productivity and process satisfaction is mediated by shared mental model. Team cognition and social impact theories are integrated to provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development and its subsequent impact on task outcomes. Partial least squares analysis revealed that technology-mediated collaboration impacts shared mental model development. The results also demonstrate that timely and accurate development of shared mental model facilitates increases in both productivity and team process satisfaction. Direct observation of team process behaviors suggests that collaboration modes differ not only in their impact on communication facilitation but efficacy-based, motivational, and social influence factors (e.g., self-efficacy and team-efficacy, perceived salience and credibility of contributions, social influence on action, etc.) as well. Shared mental model development requires quality communication among team members that are motivated to participate by a positive team climate that promotes idea convergence.

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Ross, Sarah, and Natalie Allen. "Examining the convergent validity of shared mental model measures." Behavior Research Methods 44, no. 4 (April 5, 2012): 1052–62. http://dx.doi.org/10.3758/s13428-012-0201-5.

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Weston, Wayne. "Shared mental health care: The Calgary model--A commentary." Families, Systems, & Health 22, no. 4 (2004): 439–44. http://dx.doi.org/10.1037/1091-7527.22.4.439.

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AKIHO, Ryota, Kengo NAWATA, Yoko TSUMAGARI, Azusa KIKUCHI, Kazuyo MATSUO, and Hiroyuki YAMAGUCHI. "The relationship between shared mental model and circle commitment." Proceedings of the Annual Convention of the Japanese Psychological Association 77 (September 19, 2013): 1EV—004–1EV—004. http://dx.doi.org/10.4992/pacjpa.77.0_1ev-004.

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Lindeman, Brenessa, and Rebecca M. Minter. "Creating a shared mental model for EPAs in surgery." American Journal of Surgery 220, no. 1 (July 2020): 2–3. http://dx.doi.org/10.1016/j.amjsurg.2020.04.032.

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Akiho, Ryota, and Hiroyuki Yamaguchi. "The effect of shared mental model on team performance." Proceedings of the Annual Convention of the Japanese Psychological Association 78 (September 10, 2014): 2AM—1–019–2AM—1–019. http://dx.doi.org/10.4992/pacjpa.78.0_2am-1-019.

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Raue, Charlotte, Dennis Dreiskaemper, and Bernd Strauss. "Do We Share the Same View? Validating the Shared Mental Models in Team Sports Questionnaire." Perceptual and Motor Skills 128, no. 2 (January 27, 2021): 831–50. http://dx.doi.org/10.1177/0031512521990335.

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Shared mental models (SMMs) can exert a positive influence on team sports performance because team members with SMMs share similar tasks and team-related knowledge. There is currently insufficient sports research on SMMs because the underlying theory has not been adapted adequately to the sports context, and different SMMs measurement instruments have been used in past studies. In the present study we aimed to externally validate and determine the construct validity of the “Shared Mental Models in Team Sports Questionnaire” (SMMTSQ). Moreover, we critically examined the theoretical foundation for this instrument. Participants were 476 active team athletes from various sports. While confirmatory factor analysis did not support the SMMTSQ’s hierarchical model, its 13 subfactors showed a good model fit in an explorative correlative approach, and the model showed good internal consistency and item–total correlations. Thus, the instrument’s subfactors can be applied individually, even while there are remaining questions as to whether other questionnaires of this kind are an appropriate means of measuring SMMs in sport.

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Samy, D. Chinna, Philip Hall, Jacquie Rounsevell, and Rodney Carr. "'Shared Care ? Shared Dream': Model of shared care in rural Australia between mental health services and general practitioners." Australian Journal of Rural Health 15, no. 1 (February 2007): 35–40. http://dx.doi.org/10.1111/j.1440-1584.2007.00847.x.

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Haig, Kathleen M., Staci Sutton, and John Whittington. "SBAR: A Shared Mental Model for Improving Communication Between Clinicians." Joint Commission Journal on Quality and Patient Safety 32, no. 3 (March 2006): 167–75. http://dx.doi.org/10.1016/s1553-7250(06)32022-3.

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Stout, Renée J. "Planning Effects on Communication Strategies: A Shared Mental Model Perspective." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 39, no. 20 (October 1995): 1278–82. http://dx.doi.org/10.1177/154193129503902008.

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Teams play an unquestionably vital role in modern society, yet much is still unknown about how teams coordinate their activities to attain adaptive and effective performance. The current effort attempted to gain insight into how team members are able to anticipate and predict each other's needs, enabling coordinated task accomplishment. It did so by integrating the literature across three broad areas related to teamwork and testing two specific hypotheses of how teams function. Results indicated that planning is a critical skill necessary for teams to understand each other's informational requirements and to communicate in an efficient manner. Implications for training this crucial skill are discussed.

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Santen, Willem Van, Catholijn Jonker, and Niek Wijngaards. "Crisis decision making through a shared integrative negotiation mental model." International Journal of Emergency Management 6, no. 3/4 (2009): 342. http://dx.doi.org/10.1504/ijem.2009.031570.

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Espevik, Roar, Bjørn Helge Johnsen, and Jarle Eid. "Outcomes of Shared Mental Models of Team Members in Cross Training and High-Intensity Simulations." Journal of Cognitive Engineering and Decision Making 5, no. 4 (November 17, 2011): 352–77. http://dx.doi.org/10.1177/1555343411424695.

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The present study examined whether shared mental models of team members’ characteristics were associated with team outcomes (i.e., performance, communication, and physical arousal) in cross training and a high-intensity simulation requiring coordinated team action. In a quasi-experimental design, 36 Navy officer cadets were randomly assigned to 12 newly formed tactical teams in the no shared mental modal condition (NoSMM). In contrast, 33 Navy officer cadets in 11 seasoned teams were included in the shared mental model condition (TMSMM). All teams were exposed to the same naval scenarios in their cross training and simulation exercise. The results showed that teams with TMSMM had superior performance and communication patterns characterized by updates and confirmations compared to the NoSMM teams during cross training and simulation. During cross training, TMSMM teams provided more backup than NoSMM teams. These findings suggest that shared mental models of team member are transferable through tasks and enhance the effects of cross training. The present study extends previous research indicating that shared mental models of team members represent an independent, adaptive asset at the group level that enhances team efficiency.

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Lifang, Guo, Cui Yuwen, Wu Yamin, and Ma Jiaqi. "Research on the influence of relation embeddedness on innovation performance of manufacturing supply chain alliances using expert fuzzy rule –intermediary role of shared mental model." Journal of Intelligent & Fuzzy Systems 40, no. 4 (April 12, 2021): 8287–94. http://dx.doi.org/10.3233/jifs-189651.

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The innovation and development of manufacturing supply chain alliance is an important way for enterprises to meet the increasing market demand and maintain the competitive advantage. From the perspective of embeddedness, the research model of relation embeddedness on innovation performance of manufacturing supply chain was constructed based on AMOS. Shared mental model was selected as intermediary variable to study the influence of relation embeddedness, shared mental model and innovation performance of manufacturing supply chain alliances. Expert fuzzy rule based system is utilized for measuring the performance of manufacturing supply chain alliances. The conclusion shows that relation embeddedness is significantly positive shared mental model and innovation performance. Shared mental model is positively affects alliance innovation performance and plays a part of intermediary role between relational embedding and alliance innovation performance. Practice implicates that enhance the level of relation embeddedness can promote the formation of shared mental model and improve the innovation performance of manufacturing supply chain alliance.

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Horner, Deborah, and Kim Asher. "General Practitioners and Mental Health Staff Sharing Patient Care: Working Model." Australasian Psychiatry 13, no. 2 (June 2005): 176–80. http://dx.doi.org/10.1080/j.1440-1665.2005.02184.x.

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Objective: The paper describes a shared care programme developed by mental health services and general practitioners for shifting patients with chronic psychiatric disorders to the care of a general practitioner. The programme is characterized by: (i) a dedicated mental health service general practitioner liaison position to manage the programme and provide support to both patients and doctors; (ii) a multidisciplinary care planning meeting that includes mental health staff, the patient, the general practitioner and a carer; and (iii) a jointly developed individual management plan that specifies patient issues, strategies to deal with these issues, persons responsible for monitoring and a review date. Methods: The shared care protocol, the results of a review of patient mental health indicators and general practitioner satisfaction with the programme are described. Results: Outcomes to date suggest that patients' mental health is not compromised and may be enhanced by transfer to general practitioners within the shared care model. Indicators of mental health outcomes (Health of the Nation Outcome Scale and Life Skills Profile scores) show improved patient symptomatology and functioning in most cases. Conclusions: The programme fits the model of recovery-based mental health services and complies with current local, state and Commonwealth policies that encourage integrated and collaborative approaches by mental health services and general practitioners in delivering mental health care to persons with chronic mental illness.

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D'Ambruoso, Sarah F., John A. Glaspy, Neil Wenger, Christopher Pietras, Kauser Ahmed, Sara A. Hurvitz, Alexandra Drakaki, et al. "Implementation and dissemination of a shared mental model of palliative oncology." Journal of Clinical Oncology 37, no. 31_suppl (November 1, 2019): 58. http://dx.doi.org/10.1200/jco.2019.37.31_suppl.58.

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58 Background: American Society of Clinical Oncology guidelines support early integration of palliative care (PC) into standard oncology practice; however, little is known as to whether improved outcomes can be achieved by modifying health care delivery and training oncology providers. Methods: We report our five year experience of embedding a nurse practitioner (NP) in an oncology clinic (March 2014-March 2019) to develop a shared mental model (SMM) of early, concurrent advance care planning (ACP) and PC as well as the collaborative effort to further disseminate this SMM throughout the Division of Hematology-Oncology using communication training, quality measurement, audit and feedback, leadership support, and monthly collaborative meetings. We developed PC quality metrics (process measures and end of life utilization measures) using a validated advanced cancer denominator. We used these measures to evaluate the impact of the PC-NP program (2014-2019) and provide individualized metric packets to each oncologist in the context of an annual half-day interactive communication training sessions (1-hr didactic, 3-hr small group role-play) each spring and monthly implementation team meetings from 2017-2019. Results: Compared to patients with advanced cancer not seen by the PC-NP program, patients who are enrolled in the program have higher rates of goals of care note documentation (80% vs. 17%, p < 0.01), higher rates of Physician Orders for Life Sustaining Treatment (POLST) completion (19% vs. 5%, p < 0.01), higher referral rates to the psychosocial oncology program (51% vs. 25%, p < 0.01), and higher referral rates to hospice (60% vs. 33%, p < 0.01). Among decedents, there was less hospital use (12 vs. 18 days) and ICU use (1.5 vs. 2.6 days) in the last 6 months of life. Since spring 2017, 19/21 NP’s, 64/68 physicians, and 17/20 fellows have participated in communication training. Among all patients with advanced cancer, goals of care note documentation has improved from 3% in March 2014 to 21% in March 2019. Conclusions: Embedding a trained PC-NP in oncology clinics to deliver upstream PC to patients on active treatment can lead to opportunities for development and dissemination of a SMM that translates into better primary and specialist PC.

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Hobbs, Heather, Jane Hamilton Wilson, and Suzanne Archie. "Evaluationof theAlumni Program:A Shared-Care Model for Pschosis." Journal of Psychosocial Nursing and Mental Health Services 42, no. 1 (January 1, 2004): 28–36. http://dx.doi.org/10.3928/02793695-20040301-08.

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Prost, Eric. "Towards a shared mental model of progressive competence in postgraduate medical education." Canadian Medical Education Journal 9, no. 3 (July 29, 2018): e115-118. http://dx.doi.org/10.36834/cmej.43389.

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Many professions have hierarchies and a promotion structure. Postgraduate medicine has a tradition of promoting residents based on time spent in a certain specialty. The military, too, may promote its personnel based on factors other than just merit. Both professions have been criticized for divorcing competence from promotion. While Competency-Based Medical Education (CBME) partly solves this problem in medicine, many models of CBME, including the Canadian one, retain distinct stages of training. We urgently need a shared mental model of what a learner in each stage looks like. Some models have been proposed but fall short.

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Widiartanto, Widiartanto. "Analysis of Quality of Knowledge Transformation Path to Learning Organization at Copper Carving Cluster in Central Java." Information Management and Business Review 6, no. 3 (June 30, 2014): 128–34. http://dx.doi.org/10.22610/imbr.v6i3.1108.

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The purpose of this study was to determine the effect among variables of disciplinary learning organization (personal mastery, mental models, shared vision, thinking systemic, and team learning). The benefit of this research is to develop a model of knowledge transformation path quality as one of the strategies to manage environment change around Copper Craft Cluster. Samples of 90 workers were chosen by Slovin at 10% critical value of 716 populations as workers at the Copper Carving Cluster Tumang Boyolali, Central Java as a chosen research location. The technique sampling was proportional random sampling. The validity and reliability were tested. The data analysis method has been used descriptive analysis and inferential statistics (used path analysis). The benefit of this research was to develop a model of quality of knowledge transformation path as one of the strategies to manage environmentâ€™s change at the Copper Craft Cluster. The results showed that there were a positive and significant influences among variables as follow: personal mastery discipline on mental models discipline ; personal mastery discipline on shared vision discipline; personal mastery discipline on systemic thinking discipline; mental models discipline on shared vision discipline; mental models discipline on systemic thinking discipline; systemic thinking discipline on shared vision discipline; mental models discipline on team learning discipline; systemic thinking discipline on team learning discipline; and shared vision discipline on team learning discipline.

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Jeong, Hanho. ""Shared Mental Model in Team Based Learning of University: Antecedents and Consequence"." Journal of Educational Technology 27, no. 1 (June 30, 2011): 37–73. http://dx.doi.org/10.17232/kset.27.1.37.

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Li, Mingze, Pengcheng Zhang, Ying Xia, and Wenxing Liu. "Shaping the shared mental model: How leader humility helps teams to learn." Journal of Management & Organization 25, no. 5 (June 20, 2017): 653–71. http://dx.doi.org/10.1017/jmo.2017.21.

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AbstractAlthough an increasing amount of the leadership literature argues that leader humility is beneficial to team learning, few studies have examined this effect directly and, as such, little is known about why leader humility has such important effects or when these effects can be amplified or attenuated. Utilizing a survey of 305 employees on 89 teams, we found a positive relationship existing between leader humility and team learning. The results also indicated that a shared mental model was an important mechanism revealing why leader humility could stimulate team members to learn. In addition, we found that the learning effect stimulated by leader humility was much stronger on teams having a high collective promotion focus instead of a high collective prevention focus. Theoretical implications and managerial practices were also discussed.

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Xiao, Yu‐chun, and Yang‐hua Jin. "The hierarchical linear modeling of shared mental model on virtual team effectiveness." Kybernetes 39, no. 8 (August 10, 2010): 1322–29. http://dx.doi.org/10.1108/03684921011063619.

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Bayer, Mark, and Kyle Lewis. "Cross-understanding and Shared Mental Model Theory: A Comparison and Empirical Contrast." Academy of Management Proceedings 2012, no. 1 (July 2012): 18109. http://dx.doi.org/10.5465/ambpp.2012.18109abstract.

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Maynard, M. Travis, and Lucy L. Gilson. "The Role of Shared Mental Model Development in Understanding Virtual Team Effectiveness." Group & Organization Management 39, no. 1 (January 29, 2013): 3–32. http://dx.doi.org/10.1177/1059601113475361.

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Schiff, Lauren, Kate Miele, Meriel McCollum, Quefeng Li, and AnnaMarie Connolly. "Teaching and Sustaining a Shared Mental Model for Intraoperative Communication and Teamwork." Obstetrics & Gynecology 132 (October 2018): 58S. http://dx.doi.org/10.1097/01.aog.0000546675.91828.31.

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Akiho, Ryota, Kengo Nawata, Yoko Nakazato, Azusa Kikuchi, Kazuyo Nagaike, and Hiroyuki Yamaguchi. "The effect of shared mental model and team dialogue on team performance." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 55, no. 2 (2016): 101–9. http://dx.doi.org/10.2130/jjesp.1503.

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Yue, Chen, Patrick S. W. Fong, and Teng Li. "Meeting the challenge of workplace change: Team cooperation outperforms team competition." Social Behavior and Personality: an international journal 47, no. 7 (July 18, 2019): 1–15. http://dx.doi.org/10.2224/sbp.7997.

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We examined the influence of reward structures on team adaptation. We collected data from Chinese university students, whom we assigned to 62 teams of 3 members. They took part in a team-based card game in a laboratory setting to test if a cooperative structure promotes team adaptation by facilitating shared mental model updating, and if a competitive structure harms team adaptation by preventing shared mental model updating. This proposition was supported by the results of the between-group factorial design experiment: The efficiency of the shared mental model was lost when predicting team performance in an uncertain environment. Teams with a cooperative structure outperformed teams with a competitive structure in the task changes, and this effect was mediated by shared mental model updating. Thus, team managers should adopt a cooperative-based structure in an uncertain environment to achieve team adaptation, as well as training team members to understand the changed situation.

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Portman, Diane G., Sarah Thirlwell, Kristine A. Donovan, Christine Alvero, Jhanelle E. Gray, Rosa Holloway, and Lee Ellington. "Leveraging a Team Mental Model to Develop a Cancer Anorexia-Cachexia Syndrome Team." Journal of Oncology Practice 12, no. 11 (November 2016): 1046–52. http://dx.doi.org/10.1200/jop.2016.013516.

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This article discusses the care of a 62-year-old man with non–small-cell lung cancer and associated cancer anorexia-cachexia syndrome (CACS), and demonstrates common challenges faced by such patients and their family caregivers. The case description illustrates the fragmented approach of various disciplines to the patient’s CACS care, resulting in undertreatment, delayed and burdensome visits, and patient and caregiver frustration and emotional distress. The mounting problems that arise for the patient over time exemplify the absence of a shared mental model among the various providers, patient, and caregiver for the care of CACS. Shared knowledge among providers regarding the tasks to be performed, the other clinicians’ functions, and optimal processes for CACS care was limited. Each provider was responsive to individual symptoms, rather than conceptualizing the constellation of symptoms as a syndrome that warrants coordinated care among clinicians. This resulted in the patient and the family caregiver being at odds with their various providers instead of working in partnership with a shared understanding toward common goals. Team mental models have the potential to enhance development and implementation of care plans and improve patient care and satisfaction by helping clinical care teams establish team membership, identify shared tasks, and facilitate interactions. To help inform ongoing clinical practice and research, this article demonstrates how clinicians at one cancer center are leveraging a team mental model to form and support an interdisciplinary CACS team that provides coordinated patient-centered care.

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Seiboth, C. "Primary care psychiatry a model of shared care." Australian and New Zealand Journal of Psychiatry 34, s1 (January 2000): A61. http://dx.doi.org/10.1080/000486700762.

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Hoeft, Raegan M., Florian Jentsch, Kimberly Smith-Jentsch, and Clint Bowers. "Exploring the Role of Shared Mental Models for Implicit Coordination in Teams." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 49, no. 21 (September 2005): 1863–67. http://dx.doi.org/10.1177/154193120504902110.

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Previous research has suggested that when high-performing teams are experiencing increased workload, they will adaptively shift from explicit to more implicit forms of coordination. This is thought to occur because the team members have shared mental models (SMMs) which allow them to anticipate one another's needs. However, it is currently not known how SMMs are related to implicit coordination. Much of the research on SMMs had focused on the actual level of sharedness and, to some degree, on the accuracy of each team member's model. However, to our knowledge, none has investigated the relationship between SMMs and implicit coordination. Furthermore, one line of research that has received very little attention is the notion of perceptions of sharedness. Must team members have an accurate perception of how well they share mental models in order to exploit them via implicit coordination? The purpose of this paper is to explore these fundamental questions that drive the process of implicit coordination.

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Liu, Wen-Hsing, Sarah Asio, Jennifer Cross, Wiljeana J. Glover, and Eileen Van Aken. "Understanding team mental models affecting Kaizen event success." Team Performance Management 21, no. 7/8 (October 12, 2015): 361–85. http://dx.doi.org/10.1108/tpm-03-2015-0012.

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Purpose – The purpose of this study is to identify inhibitors and enablers of Kaizen event effectiveness, as perceived by participants, and categorize them into shared mental models to understand the factors participants believe to be affecting Kaizen event success. The findings are also interpreted using the lens of attribution bias and previous studies of Kaizen event effectiveness. Design/methodology/approach – A qualitative approach involving coding responses from participants was adopted. The identified significant inhibitors and enablers were then assigned to shared mental model types using a mapping and categorization approach. Findings – The results are largely consistent with previous studies and show that job/task and technology/equipment mental models dominate participant views of inhibitors, while enablers were primarily drawn from team and team interaction mental models. This also suggests that attribution bias is present. Research limitations/implications – The methods used to measure shared mental models in this study are cross-sectional and exploratory in nature. Future research could involve the intensive study of a smaller number of Kaizen events over time. Practical implications – The findings in this study can be used by organizations to identify training needs for Kaizen event teams by identifying areas of potential attribution bias, by divergence of perceptions between facilitators and team members and by underestimated factor effects. Originality/value – This investigation offers understanding of the Kaizen event team shared mental models with respect to inhibitors and enablers of event success. Organizations can harness common perceptions among continuous process improvement teams to increases chances of Kaizen event success.

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KAMALI, KAIVAN, XIAOCONG FAN, and JOHN YEN. "TOWARDS A THEORY FOR MULTIPARTY PROACTIVE COMMUNICATION IN AGENT TEAMS." International Journal of Cooperative Information Systems 16, no. 02 (June 2007): 271–98. http://dx.doi.org/10.1142/s0218843007001640.

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Helping behavior in effective teams is achieved via some overlapping "shared mental models" that are developed and maintained by members of the team. In this paper, we take the perspective that multiparty "proactive" communication is critical for establishing and maintaining such a shared mental model among teammates, which is the basis for agents to offer proactive help and to achieve coherent teamwork. We first provide formal semantics for multiparty proactive performatives within a team setting. We then examine how such performatives result in updates to mental model of teammates, and how such updates can trigger helpful behaviors from other teammates. We also provide conversation policies for multiparty proactive performatives.

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Jeong, Hanho. "The Structural Relationship Among Collaborative Self efficacy for Group Work, Task related Shared Mental Model, Team Member related Shared Mental Model, Satisfaction, and Team Performance in College Team Learning." Korea Educational Review 26, no. 2 (June 30, 2020): 279–308. http://dx.doi.org/10.29318/ker.26.2.12.

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Choi, Hae-Youn, Sang-Kyu Lee, and Min-Hee Kim. "Comparison of Responsibility Mental Models of Fire Brigades in Charge of Nuclear Power Plants." Fire Science and Engineering 35, no. 1 (February 28, 2021): 112–21. http://dx.doi.org/10.7731/kifse.cbbe34b0.

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The responsibility mental model (RMM) is an important factor in an effective cooperation system that affects decision-making, role adjustment, and performance. For this purpose, 186 firefighters from an off-site fire brigade and 65 firefighters from an on-site fire brigade participated in the study. We compared the levels of the RMM for a fire at a nuclear plant and analyzed whether the RMM is shared internally in each fire brigade through latent profile analysis. The results showed that the responsibility of on-site fire brigades is prioritized for fire liability in nuclear plants. Both brigades identified the heterogeneity of the RMM. Firefighters from the off-site fire brigade were divided into three groups of thinking they have ‘more responsibility’ (11%), ‘shared responsibility’ (36%), and ‘less responsibility’ (53%) than their cooperation partner. Firefighters from the on-site fire brigade were divided into two groups of ‘more responsibility’ (48%) and ‘shared responsibility’ (52%). The result that each fire brigade does not share a homogeneous RMM suggests the ambiguity of roles in the cooperation system. The need for infrastructure for cross-organizational collaboration and coordination is discussed.

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Lee, Su-Jung, Min-Sun Park, and Sung-Ok Chang. "Healthcare Professionals’ Perceptions of Function-Focused Care Education for Nursing Home Practitioners." International Journal of Environmental Research and Public Health 18, no. 14 (July 16, 2021): 7587. http://dx.doi.org/10.3390/ijerph18147587.

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A nursing home (NH) care environment necessitates a shared cognition-based education model that maintains effective function-focused care (FFC). This study’s aim was to explore healthcare professionals’ perceptions of function-focused care education for the development of an education model using a shared mental model (SMM) in NHs. Semi-structured interviews with 30 interdisciplinary practitioners from four different professions (nurses, physical therapists, occupational therapists, and social workers) and focus group interviews with 12 experts were conducted. Data were analyzed using content analysis, and the education model development was guided by the shared mental models for data interpretation and formation. Our FFC interdisciplinary educational model incorporates four key learning components: learning contents, educational activities, educational goals/outcome, and environment, and four types of SMMs: team, task, team interaction, and equipment. As for educational contents, a team’s competencies with FFC were found to be team knowledge (physical and psychosocial functional care), team skills to perform FFC successfully (motivation, coaching and supporting, managing discomfort), and team attitude (possessing philosophy perceptions regarding FFC). As for learning outcomes, the shared cognition-based education model suggests not only the evaluation of practitioners, but also the assessment of residents’ aspects.

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Paudel, Shreedhar, Neeta Sharma, Astha Joshi, and Melinda Randall. "Development of a Shared Decision Making Model in a Community Mental Health Center." Community Mental Health Journal 54, no. 1 (April 4, 2017): 1–6. http://dx.doi.org/10.1007/s10597-017-0134-7.

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DONG, YANPING, SHICHUN GUI, and BRIAN MACWHINNEY. "Shared and separate meanings in the bilingual mental lexicon." Bilingualism: Language and Cognition 8, no. 3 (November 15, 2005): 221–38. http://dx.doi.org/10.1017/s1366728905002270.

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This paper proposes a shared, distributed, asymmetrical model for the bilingual mental lexicon. To test the sharing of conceptual relations across translation equivalents, Experiment 1 used the classical priming paradigm with specific methodological innovations, trying to satisfy various constraints that had not been addressed in previous studies. The results suggest shared storage for the conceptual representations of the bilingual's two vocabularies and asymmetrical links between concepts and lexical names in the two languages. Experiment 2 examined the details of meaning separation by eliciting semantic closeness rankings for conceptual relations that are equivalent across language translations and those that are not. The results indicate that bilinguals tend to integrate conceptual differences between translation equivalents, but that they also display a “separatist” tendency to maintain the L1 conceptual system in the representation of L1 words and to adopt the L2 conceptual system in the representation of L2 words.

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D’Ambruoso, Sarah F., Anne Coscarelli, Sara Hurvitz, Neil Wenger, David Coniglio, Dusty Donaldson, Christopher Pietras, and Anne M. Walling. "Use of a Shared Mental Model by a Team Composed of Oncology, Palliative Care, and Supportive Care Clinicians to Facilitate Shared Decision Making in a Patient With Advanced Cancer." Journal of Oncology Practice 12, no. 11 (November 2016): 1039–45. http://dx.doi.org/10.1200/jop.2016.013722.

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Our case describes the efforts of team members drawn from oncology, palliative care, supportive care, and primary care to assist a woman with advanced cancer in accepting care for her psychosocial distress, integrating prognostic information so that she could share in decisions about treatment planning, involving family in her care, and ultimately transitioning to hospice. Team members in our setting included a medical oncologist, oncology nurse practitioner, palliative care nurse practitioner, oncology social worker, and primary care physician. The core members were the patient and her sister. Our team grew organically as a result of patient need and, in doing so, operationalized an explicitly shared understanding of care priorities. We refer to this shared understanding as a shared mental model for care delivery, which enabled our team to jointly set priorities for care through a series of warm handoffs enabled by the team’s close proximity within the same clinic. When care providers outside our integrated team became involved in the case, significant communication gaps exposed the difficulty in extending our shared mental model outside the integrated team framework, leading to inefficiencies in care. Integration of this shared understanding for care and close proximity of team members proved to be key components in facilitating treatment of our patient’s burdensome cancer-related distress so that she could more effectively participate in treatment decision making that reflected her goals of care.

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Glauner, Friedrich. "Redefining economics: why shared value is not enough." Competitiveness Review: An International Business Journal 29, no. 5 (October 21, 2019): 497–514. http://dx.doi.org/10.1108/cr-07-2016-0042.

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Purpose This paper aims to offer scholars and practitioners critical arguments on the strengths and weaknesses of the shared value concept and of the mental model of economics that lies at its heart. On the basis of these arguments, it proposes the paradigm of ethicological value-added creation as a new economic framework extending the shared value concept into a concept of lastingly viable business strategy. Design/methodology/approach Conceptual and philosophical analysis of the mental model of economics and of basic concepts and premises regarding scarcity, competition, growth and raising value. Application of this analysis to the re-design of the shared value approach and to the development of practical guidelines for sustainably viable business models. Findings This paper highlights how the shared value approach can be transformed into an even stronger strategic tool for the design of viable business models. Practical implications Scholars, entrepreneurs and managers receive a new conceptual framework to design lastingly viable business models on the basis of re-defined tools and concepts. Originality/value Leading texts on strategy and business development as well as CSR-driven texts on designing sustainable business models do not bridge the paradox of destructive wealth creation, i.e. the fact that individually rational and, in itself, highly successful economic behaviors lead, on the group level and the level of the whole system, to an outcome that by and large is highly destructive, as it places the social, ecological and economic sources of this wealth creation process in existential jeopardy. The paper proposes a new framework of economic reasoning for solving the paradoxes that shape current economic models and the shared value approach. It offers a first set of indicators, the parameters by which the shared value approach can be transformed into a living model for generating resource growth and added value creation cycles that stop the present downward spiral of acceleration, disruption, concentration and resource depletion. The paper thus presents forms of shared value creation that are more holistic and sustainable.

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Hobbs, Heather, Jane Hamilton Wilson, and Suzanne Archie. "Evaluation of the Alumni Program: A Shared-Care Model for Pschosis." Journal of Psychosocial Nursing and Mental Health Services 42, no. 1 (January 1, 2004): 28–36. http://dx.doi.org/10.3928/02793695-20040101-10.

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Fong, Tamara G., Sarinnapha M. Vasunilashorn, Towia Libermann, Edward R. Marcantonio, and Sharon K. Inouye. "Delirium andAlzheimer disease: A proposed model for shared pathophysiology." International Journal of Geriatric Psychiatry 34, no. 6 (March 15, 2019): 781–89. http://dx.doi.org/10.1002/gps.5088.

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Wetzel, Janice Wood. "Women and mental health." International Social Work 43, no. 2 (April 2000): 205–15. http://dx.doi.org/10.1177/002087280004300206.

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This article is based upon the author’s presentation at the UN Third Annual World Mental Health Day, the first Day to be devoted to women and mental health. The author argues that the psychosocial conditions commonly shared by women throughout the world result in their universally high rates of mental illness and emotional distress. Solutions are global in origin, based upon a comprehensive personal, social and economic model for the prevention of mental illness and the promotion of mental health.

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You, Jiwon. "Effects of Team Climate and Shared Mental Model on Team Project-based Learning Outcomes." Journal of Lifelong Learning Society 10, no. 4 (November 30, 2014): 193–215. http://dx.doi.org/10.26857/jlls.2014.11.10.4.193.

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Xin-gang, Zhao, and Zhou Yu-qiao. "Analysis of the effectiveness of Renewable Portfolio Standards: A perspective of shared mental model." Journal of Cleaner Production 278 (January 2021): 124276. http://dx.doi.org/10.1016/j.jclepro.2020.124276.

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Yang, Yi, V. K. Narayanan, Yamuna Baburaj, and Srinivasan Swaminathan. "Team mental model characteristics and performance in a simulation experiment." Management Research Review 39, no. 8 (August 15, 2016): 899–924. http://dx.doi.org/10.1108/mrr-02-2015-0036.

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Purpose This paper aims to examine the relationship between the characteristics of strategic decision-making team’s mental model and its performance. The authors propose that the relationship between mental models and performance is two-way, rather than one-way. Thus, performance feedback should, in turn, influence strategic behavior and future performance by either triggering or hindering the learning process. Design/methodology/approach The authors conduct the research in the setting of a simulation experiment. A longitudinal data set was collected from 36 teams functioning as strategic decision makers over three periods. Findings This study provides support for the positive impacts of both the complexity and centrality of a team’s mental model on its performance. The authors also find that positive performance feedback reduces changes in complexity and centrality of team mental models due to cognitive inertia. Originality/value The study contributes to the literature by investigating the specific mechanisms that underlie mental model evolution. Different from the existing studies on team mental models that mainly focus on similarity of these shared cognitive structures, this study examines another two characteristics of team mental model, complexity and centrality, that are more relevant to the strategic decision-making process but has not been extensively studied in the team literature. In addition, this study reveals that performance feedback has different effects on team mental models depending on the referents – past performance or social comparison – which advances the understanding of the learning effects of performance feedback.

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