Citation

Langan-Fox J, Wirth A, Code S, Langfield-Smith K, Wirth A. Int. J. Ind. Ergonomics 2001; 28(2): 99-112.

Copyright

(Copyright © 2001, Elsevier Publishing)

DOI

unavailable

PMID

unavailable

Abstract

In recent years, there has been a resurgence of interest in the notion of shared cognition. Subsequent to this interest, two similar yet distinct concepts have emerged: 'shared mental models' and 'team mental models'. A 'shared mental model' can be described as the extent to which a dyad of individuals possesses a similar cognitive representation of some situation or phenomenon. The notion of 'team mental model', is distinct from that of a shared mental model in that it refers to shared cognition in a team as a collectivity, not shared cognition among dyads of individuals, which the alternative phrase 'shared mental models' does allow. While a number of techniques have been developed to measure mental model similarity dyadically, appropriate measures of team mental models have eluded researchers. This issue presents a problem for the evolution of the team mental model concept in psychology and the establishment of its validity, for example, as a predictor of team performance. The primary aim of the current paper was to describe the application of randomization tests as a new method for measuring mental model similarity at the team level, that is the measurement of team mental models. A secondary aim was to apply this technique to examine team mental models (of team functioning) in shop floor teams and shared mental models (of team functioning) among shop floor team members, teamwork 'experts' and managers. The advantages and disadvantages of the technique are discussed.Relevance to industryThe present project aims to provide authors with a roadmap on how to answer team mental models. The team mental model construct has extreme usefulness to individuals and researchers engaged in attempts to make teams work; to help individuals adapt to teamworking, and to make teams more efficient and productive. Teamwork has expanded exponentially in the last 10-15 years with most workers involved in some form of teamwork. Thus, the present paper is timely in its practical value of helping those in industry and organizations, to understand the dynamics of teamwork, and in particular, the 'how to' of measuring team mental models.