The influence of team mental models and team planning on team performance
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Date
2009-06-02
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Abstract
Since Cannon-Bowers, Salas, and Converse (1993) introduced the concept of
mental models (MMs) to team performance research, theory and research have
supported the idea that common cognitions among team members facilitate team
performance. One of the processes that contributes to MM similarity is team planning. In
this study, the influence of two planning approaches on MM similarity and team
performance are compared for teams that have engaged in different teamwork and
taskwork experiences.
The purpose of the present study was threefold. First, I investigated the influence
of team members' experience on their pre-planning teamwork and taskwork MM
similarity. Second, I assessed the influence of pre-planning teamwork and taskwork MM
similarity and two planning approaches on post-planning MM similarity. Third, I
examined the influence of post-planning teamwork and taskwork MM similarity on team
performance. I tested these relationships with 172 three-person ad hoc teams performing
a problem-solving execution task in a lab setting. I employed a 2 (type of planning: casebased
versus generative) x 3 (type of experience: teamwork, taskwork, combined
teamwork and taskwork) fully crossed randomized between-subjects factorial design. Although none of the hypotheses were supported, experience significantly
interacted with pre-planning taskwork and pre-planning teamwork MM similarity to
influence post-planning MM similarity. Also, team performance was significantly
influenced by post-planning teamwork MM similarity for teams assigned to the casebased
planning and teamwork experience conditions. Speculations as to why the
hypotheses were not supported and suggestions for future research examining the
influence of experience and planning on MM similarity and team performance are
provided.
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Keywords
Team, Team Performance, Team Mental Model, Planning