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.

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.

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 iv 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.

People with serious mental illnesses (SMIs) (e.g., schizophrenia, major depressive disorder, bipolar disorder) receive inadequate medical care, which is associated with high rates of avoidable morbidity and premature mortality. Assertive Community Treatment (ACT) is an evidence-based service delivery model that provides intensive mental and social health support to clients with SMI. It has been suggested that ACT should provide primary care services to address client physical health, however, initiatives towards this and their implications are not well understood. I used a case study approach and semi-structured interviews to explore five ACT teams in the Ottawa region to discover team members’ mental models of primary care, relationships with external primary care providers, and the perceived impact COVID-19 has had on these mental models. I used Shared Mental Model (SMM) theory to frame data collection and a thematic analysis. The results showed that ACT team members similarly perceived primary care as important for the holistic health of their clients. They described ACT’s psychosocial scope and how they support clients’ access to external primary care services and their work to mitigate barriers. Teams did not share mental models about the basic primary care services they provided or which roles delivered them, due to differences in context and team members’ comfort. Team members also did not share beliefs about the future of ACT and primary care integration. Finally, the COVID-19 pandemic changed and challenged primary care delivery, with beliefs becoming more negative overall. This thesis provides insight into how primary care could be delivered to ACT clients and where challenges and improvements can be addressed.

Shared mental models (SMM) and Transactive memory systems (TMS) have been advocated as the main team learning mechanisms. Despite multiple appeals for collaboration, research in both these fields has progressed in parallel and little effort has been made to integrate these theories. The purpose of this study was to test the relationship between SMM and TMS in a field setting and examine their influence on various team effectiveness outcomes such as team performance, team learning, team creativity, team members' satisfaction and team viability. Contextual factors relevant to an organizational setting were tested and these included team size, tenure, country of origin, team reward and organizational support. Based on responses from 41 teams from 7 industries across two countries (US and India), results indicate that team size, country of origin and team tenure impact team performance and team learning. In addition, team reward and organizational support predicted team viability and satisfaction. Results indicated that TMS components (specialization, coordination and credibility) were better predictors of team outcomes than the omnibus TMS construct. In particular, TMS credibility predicted team performance and creativity while TMS coordination predicted team viability and satisfaction. SMM was measured in two different ways: an average deviation index and a 6-item scale. Both methods resulted in a conceptually similar interpretation although average deviation indices provided slightly better results in predicting effectiveness outcomes. TMS components moderated the relationship between SMM and team outcomes. Team performance was lowest when both SMM and TMS were low. However, contrary to expectations, high levels of SMM did not always result in effective team outcomes (performance, learning and creativity) especially when teams exhibited high TMS specialization and credibility. An interaction pattern was observed under conditions of low levels of SMM such that high TMS resulted in higher levels of team outcomes. The theoretical and practical implications of these results are discussed.

This field study presents mobile rescue robots as a way of augmenting communication in distributed teams through a remote shared visual presence (RSVP) consisting of the robot's view. It examines the effects of RSVP on team mental models, team processes, and team performance in collocated and distributed Urban Search & Rescue (US&R) technical search teams, and tests two models of team performance. Participants (n=50) were US&R task force personnel drawn from high-fidelity training exercises held in California (2004) and New Jersey (2005). Data were collected from the 25 dyadic teams as they performed a 2 x 2 repeated measures search task entailing robot-assisted search in a confined space rubble pile. Team communication was analyzed using the Robot-Assisted Search and Rescue coding scheme (RASAR-CS). Team mental models were measured through a team-constructed map of the search process. Ratings of team processes (communication, support, leadership, and situation awareness) were made by onsite observers, and team performance was measured by number of victims (mannequins) found. Multilevel regression analyses were used to predict team mental models, team process, and team performance based upon use of RSVP (RSVP or no-RSVP) and location of team members (distributed or collocated). Results indicated that the use of RSVP technology predicted team performance (Ã?=-1.322, p = 0.05), but not team mental models or team process. Location predicted team mental models (Ã?=-0.425, p = 0.05), but not as expected. Distributed teams had richer team mental models as measured by map ratings. No significant differences emerged between collocated and distributed teams in team process or team performance. Findings suggest RSVP may enhance team performance in US&R search tasks. However, results are complicated by differences detected between sites. Support was found for both models of team performance, but neither model was found sufficient to describe the data. Further research is suggested in the use of RSVP technology, the exploration of team mental models, and refinement of a modified model of team performance in extreme environments.

Decision making is an inherent part of everyday work and learning processes. Superior decision outcomes can be achieved by structuring decision processes, encouraging domain experts to work collaborative1y, providing visualization ofdecisions as they develop, and providing decision makers with time and flexibility to better understand problems and to project outcomes. Evaluation of distributed synchronous virtual teamwork environments has eluded researchers. The theoretical foundation of this study was Adaptive Structuration Theory (AST) enhanced by a distributed cognition framework. Discourse analysis was used to explore ways to evaluate effectiveness of newly-formed time-constrained self-directed virtual teams using computer-mediated communication (CMC) to solve ill-defined problems. Measures of work process performance were percentages of meeting time devoted to Situation Assessment, Resource Coordination, Idea Generation, and Model Building. Ten measures of work outcome for each of six teams were taken to assess change in decision model quality over time. The data informing this study were obtained during an elective computer science course. The author's course design focused on human-computer interaction (HCI) aspects of use, design, and deployment of computer-supported collaborative work (CSCW) and computer-supported collaborative learning (CSCL) systems. Participants were randomly assigned to teams that remained intact throughout the semester. Teams assumed various roles during policy and software-design scenarios. Networked TeamEC decision-modeling software enabled team problem solving. NetMeeting provided connectivity, application sharing, and text chat for intra-team communication to simulate distributed virtual meetings. Discourse analysis revealed process performance patterns and development of shared mental models ofproblem solutions. The outcome variable (Model Score) improved over time for all teams, but degree of improvement varied greatly among teams. Qualitative analysis of group process variables indicated variance was due to how well teams understood scenario-role requirements and managed available resources. Time usage by process variable was analyzed to measure critical resource use to discover "best practice" guidelines for distributed synchronous teamwork. A Naturalistic Decision Making (NDM) approach extended collaborative experiential learning to complex applied knowledge domains in order to improve problem solving and critical thinking skills. Constructivist learner-centered course design facilitated a clear task focus enabling participants to learn new work practices applicable to classroom and workplace.

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, 2002. / Psychology / unrestricted

No description available.

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.