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.

The transition in robotics from tools to teammates has begun. However, the benefit autonomous robots provide will be diminished if human teammates misinterpret robot behaviors. Applying mental model theory as the organizing framework for human understanding of robots, the current empirical study examined the influence of task-role mental models of robots on the interpretation of robot motion behaviors, and the resulting impact on subjective ratings of robots. Observers (N = 120) were exposed to robot behaviors that were either congruent or incongruent with their task-role mental model, by experimental manipulation of preparatory robot task-role information to influence mental models (i.e., security guard, groundskeeper, or no information), the robot's actual task-role behaviors (i.e., security guard or groundskeeper), and the order in which these robot behaviors were presented. The results of the research supported the hypothesis that observers with congruent mental models were significantly more accurate in interpreting the motion behaviors of the robot than observers without a specific mental model. Additionally, an incongruent mental model, under certain circumstances, significantly hindered an observer's interpretation accuracy, resulting in subjective sureness of inaccurate interpretations. The strength of the effects that mental models had on the interpretation and assessment of robot behaviors was thought to have been moderated by the ease with which a particular mental model could reasonably explain the robot's behavior, termed mental model applicability. Finally, positive associations were found between differences in observers' interpretation accuracy and differences in subjective ratings of robot intelligence, safety, and trustworthiness. The current research offers implications for the relationships between mental model components, as well as implications for designing robot behaviors to appear more transparent, or opaque, to humans.

This thesis seeks to advance interaction design practice by exploring the potential of interactive tangible prototypes to enhance university students' understanding of abstract programming structures, such as loops. It addresses prevalent challenges, including the difficulties students encounter when initially learning about loops, and scalability issues inherent in tangible teaching tools within this research area. Two distinct tangible learning methodologies are considered: unplugged programming and tangible computing. The primary contributions of this thesis lie in the creation of innovative tangible learning tools, the emphasis on the scalability of such tools, and the illumination of how physical prototypes can inspire digital software design.

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.

Coaching (professional, business, executive, leadership) has been shown to be effective generally speaking, but questions remain regarding the explanatory mechanisms underlying coaching. I first propose a context-general model that unpacks the sociocognitive dynamics within coaching. The model explains the emergence of different types of coaching relationships, and how the nature of these relationships differentially determine coaching outcomes. Research and theory on social identity construction and information processing in dyads provides the foundation upon which I outline a model describing the process and dynamics of coaching identity emergence. Beyond this emergence, my proposed model states that the coachee's understanding of appropriate interpersonal relations and division of labor between coach and coachee (i.e., his/her situated coaching identity or coaching structure schema) should partially dictate the focus and depth of the coachee's information processing during a coaching engagement. Past research has shown information processing to be a key determinant of decision-making and goal commitment, both of which are desirable outcomes within the coaching domain. To explore these issues, I developed a coaching exercise which simulated some of the early aspects of business, leadership, or executive coaching. During this simulation, participants were guided through a process which enabled them to think and talk about their strengths and weaknesses when using different conflict management behaviors. In discussing these aspects of conflict management, participants and coaches (i.e., trained research associates) walked through a supplementary process to facilitate the development of a series of goals (an "action plan") that would enable the participant to improve his or her conflict management behaviors. At the end of the coaching session, participants were asked to what extent they felt committed to the goals they had developed and whether or not they expected them to be efficacious. Throughout the coaching session, participants were also asked at designated break points to report their levels of information processing and their understanding of the coaching structure schema for that particular coaching relationship. The experimental manipulation was presented at the beginning of the session, wherein the coach would explain to the coachee what the ideal nature of coaching should be. These explanations varied in terms of ascribing responsibility and division of labor - either to a generic coaching process, to the skill and ability of the coach, to the creativity of the participant, or to the joint interaction between coach and participant. Among other things, I hypothesized that coaching structure schemas that emphasized the participant's role in the coaching process would encourage more information processing, and consequently higher levels of goal commitment. Hypotheses were largely confirmed, showing that information processing and coaching structure schemas are important predictors of goal commitment at the end of one coaching session. The effects of the manipulation were mixed. Claiming behaviors - that is, the coach ascribing responsibility for coaching effectiveness to him/herself - were only marginally effective in shaping participants' coaching structure schemas. Granting behaviors - communicating to the participant that they are responsible for coaching effectiveness - were much more effective in facilitating helpful information processing and driving higher levels of goal commitment. One possible explanation for the relative effectiveness of granting over claiming may be that claiming requires a degree of credibility which the coach (again, a trained research associate) had not attained with the participants. Other findings pertain to: (1) the unique variance that independent measures of coach- and coachee-relevant structure schemas contribute to models predicting information processing and goal commitment, (2) the importance of identifying the type or focus of coachee information processing, and (3) the role that psychological mindedness may play in characterizing a more "coachable" coachee. Implications include: (1) measuring coachees' coaching structure schemas, (2) intentionally encouraging a more appropriate schema, (3) measuring coachees' psychological mindedness prior to coaching, and (4) dynamically monitoring coachees' schema and their information processing in order to assure better coaching effectiveness. Future researchers should explore ways to enact these implications and also to further explore the theoretical components of these practical implications, such as: (1) measurement methods for better assessing coaching schemas and information processing, (2) what the ideal timings are for different kinds of coaching schemas, and (3) different ways to encourage maximally adaptive and appropriate coaching structure schemas.

Promoting sustainable behavior or environmentally responsible behavior poses challenges because there is no overarching solution for behavior changes. Both surveys and interventions are context specific, meaning behaviors do not necessarily influence other behaviors and the same values, norms, and beliefs do not necessarily translate to the same level of sustainable behavior. Because there are regional differences in ideologies in the United States, a country level approach to encourage sustainable behavior would not be as effective as having interventions that directly correlate with the motivations that encourage environmentally responsible behavior. A survey will be conducted with University of Central Florida undergraduate students. The results of the survey will be analyzed through structural equation modelling and compared to previous studies to examine the regional differences among college students. The results of this study will assist new intervention programs to be personalized to the target group’s motivating factors and more effectively change behavior through improving self-efficacy for sustainable behaviors.

Understanding and communicating user requirements in a software requirement analysis effort is very important. Misunderstandings of user requirements between stakeholders will cause problems in terms of satisfying their needs, reduction of defects, cost and schedule during the software development process. This dissertation presents a new technique that has the ability to represent the mental models of the user, developers, project managers and sponsors (collectively referred to as ?stakeholders?) as network representations. The requirements are modeled as nodes and the perception of stakeholders is modeled as the interrelationships (links) among the requirements. The requirements are first extracted from a requirements document. The requirements are then categorized into related groups as perceived by each stakeholder. The relatedness (proximity) data collected from the categories is then fed into the Pathfinder generation program that results in the generation of pathfinder network(PFNETs). The PFNETs of stakeholders are then compared for similarities/dissimilarities using a graph similarity metric referred to as a correlation coefficient. During preliminary research work, this technique was applied to multiple student projects with real customers at Mississippi State University (MSU), and to a project at NORTEL, Dallas, Texas with encouraging results. This research was successful in identifying duplicate, ambiguous and misunderstood requirements. The next step was to validate this technique on small-scale and medium-scale projects in an industrial setting. During the summer of 2003, the National Science Foundation (NSF) and AmerInd Inc. jointly sponsored a collaborative industry-university research effort to validate the proposed technique. It was found that this technique is easy to apply and useful to gauge an overall understanding of requirements and identify potentially misunderstood requirements for small and medium scale projects. This technique scaled well from a small-scale project with two stakeholders to a medium-scale project with a little over one hundred requirements and six stakeholders. The correlations helped focus discussions on the requirements that were potentially misunderstood among stakeholders. Duplicate, misunderstood and ambiguous requirements were identified during the facilitation sessions. We also present a new technique that applies information theory-based software metrics to measure consensus about requirements among stakeholders.

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