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The influence of shared mental models on team process and performance
J E Mathieu1, T S Heffner, G F Goodwin
1Department of Psychology, Pennsylvania State University, University Park, USA. jmathieu@sba.uconn.edu
The Journal of Applied Psychology
|April 28, 2000
Summary
Shared mental models, encompassing both task-specific and team-oriented cognitions, positively impact team performance. Effective team processes fully explain how this shared understanding leads to greater team effectiveness.
Area of Science:
- Psychology
- Cognitive Science
- Human-Computer Interaction
Background:
- Shared mental models are crucial for team coordination and performance.
- Distinguishing between task-specific and team-based mental models offers deeper insights.
Purpose of the Study:
- To investigate the influence of shared mental models on team processes and performance.
- To differentiate and measure shared task-based and team-based mental models.
Main Methods:
- Utilized a flight-combat simulation with 56 undergraduate dyads.
- Employed paired-comparisons matrices and network analysis to index mental model convergence.
Main Results:
- Shared team-based and task-based mental models positively correlated with team process and performance.
- Team processes fully mediated the link between mental model convergence and team effectiveness.
Conclusions:
- Shared cognitions are vital for team effectiveness.
- Interventions aimed at fostering shared mental models can enhance team performance.