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Interaction has been recognised as an essential lens to understand how cognition is formed in a complex adaptive team such as a multidisciplinary crisis management team (CMT). However, little is known about how interactions within and across CMTs give rise to the multi-team system's overall cognitive functioning, which is essential to avoid breakdowns in coordination. To address this gap, we characterise and compare the component CMTs' role-as-intended (RAI) and role-as-observed (RAO) in adapting to the complexity of managing informational needs. To characterise RAI, we conducted semi-structured interviews with subject matter experts and then made a qualitative synthesis using a thematic analysis method. To characterise RAO, we observed multiteam interaction networks in real-time at a simulated training environment and then analysed the component CMTs' relative importance using node centrality measures. The resulting inconsistencies between RAI and RAO imply the need to investigate cognition in multiple CMTs through the lens of interaction. Practitioner summary: When a disaster occurs, multidisciplinary CMTs are expected to serve their roles as described in written or verbal guidelines. However, according to our naturalistic observations of multiteam interaction networks, such descriptions may be (necessary but) insufficient for designing, training, and evaluating CMTs in the complexity of managing informational needs together. [ABSTRACT FROM AUTHOR]

In large-scale extreme events, multidisciplinary crisis management teams (CMTs) are required to function together cognitively. Despite theoretical maturity in team cognition and recurrent emphasis on cognition in the crisis management practices, no synthesis of theoretical and practical discourses is currently available, limiting empirical investigations of cognition in CMTs. To address this gap, this paper aims to review the definitions of cognition in CMTs, with a particular focus on examining if and to what extent they are diversified. Through a systematic process to search peer-reviewed journal articles published in English from 1990 to 2019, 59 articles were selected with 62 coded definitions of 11 different constructs. The similarities and variabilities of the definitions were examined in terms of their theoretical and practical emphases and then synthesised into an integrative definition expected to serve as a general guide of reference for future researchers seeking an operational definition of cognition in CMTs. Practitioner summary: Understanding of cognition in CMTs is grounded in various theories and models with varying assumptions. An integrative conceptualisation of such cognition as interaction within and across CMTs to perceive, diagnose, and adapt to the crisis may facilitate the accumulation of knowledge and future operationalisations. Abbreviations: CMT(s): crisis management team(s); SMM: shared mental model; TMM: team mental model; COP: common operating picture; SSA: shared situation awareness; TSA: team situation awareness; DC: distributed cognition; ITC: interactive team cognition; TMS: transitive memory system(s); DSA: distributed situation awareness [ABSTRACT FROM AUTHOR]

Based on a diagnosis action research design, the present study assessed the fluctuations of the team experience of togetherness. Reported experiences of 12 basketball team members playing in the under-18 years old national championship were studied during a four-month training and competitive period. Time series analysis (Auto-Regressive Integrated Moving Average procedures) served to describe temporal properties of the way in which the fluctuations of task-cohesion and shared understanding were step-by-step experienced over time, respectively. Correlations, running-correlations and cross-lagged correlations were used to describe the temporal links that governed the relationships between both phenomena. The results indicated that the task-cohesion dimensions differed mainly for shared understanding dynamics in that their time fluctuations were not embedded in external events, and that the variations in shared understanding tend to precede ‘individual attractions to the task’ variations with seven team practical sessions. This study argues for further investigation of how ‘togetherness’ is experienced alternatively as a feeling of cohesion or shared understanding. Practitioner Summary: The present action research study investigated the experience that the team members have to share information during practice, and the subsequent benefices on team cohesion. Results call for specific interventions that make team members accept the fluctuating nature of team phenomena, to help them maintaining their daily efforts. [ABSTRACT FROM PUBLISHER]

This exploratory case study describes the sharedness of knowledge within a basketball team (nine players) and how it changes during an official match. To determine how knowledge is mobilised in an actual game situation, the data were collected and processed following course-of-action theory (Theureau 2003). The results were used to characterise the contents of the shared knowledge (i.e. regarding teammate characteristics, team functioning, opponent characteristics, opposing team functioning and game conditions) and to identify the characteristic types of change: (a) the reinforcement of a previous element of shared knowledge; (b) the invalidation of an element of shared knowledge; (c) fragmentation of an element of shared knowledge; (d) the creation of a new element of shared knowledge. The discussion deals with the diverse types of change in shared knowledge and the heterogeneous and dynamic nature of common ground within the team. Statement of Relevance:The present case study focused on how the cognitions of individual members of a team coordinate to produce a team performance (e.g. surgical teams in hospitals, military teams) and how the shared knowledge changes during team activity. Traditional methods to increase knowledge sharedness can be enhanced by making use of 'opportunities for coordination' to optimise team adaptiveness. [ABSTRACT FROM AUTHOR]

Decentralized command and control settings like those found in the military are rife with complexity and change. These settings typically involve dozens, if not hundreds to thousands, of heterogeneous players coordinating in a distributed fashion in a dynamically networked battlefield laden with sensor data, intelligence reports, communications, and plans emanating from many different perspectives. Consider the concept of team situation awareness in this setting. What does it mean for a team to be aware of a situation or, more importantly, of a critical change in a situation? Is it sufficient or necessary for all individuals on the team to be independently aware? Or is there some more holistic awareness that emerges as team members interact? We re-examine the concept of team situation awareness in decentralized systems beyond an individual-oriented knowledge-based construct by considering it as a team interaction-based phenomenon. A theoretical framework for a process-based measure called ‘coordinated awareness of situations by teams’ is outlined. [ABSTRACT FROM AUTHOR]