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Health profession educators readily identify with the goal of fostering healthcare providers who are critical thinkers focused on quality patient care. In the following paper, we aim to delve into critical thinking at the team level and help educators begin the process of creating a shared mental model focusing on cognition to identify gaps and opportunities for growth in their trainees. We will distinguish between microcognition (an individuals own critical thinking process in a controlled environment), macrocognition (critical thinking process in a real-world environment), and team cognition (the interaction and relationship among team members to augment macrocognition). A common case example will be used to guide the discussion as well as provide a model framework to be used for clinician educators in the future.

The ambulatory diagnostic process is potentially complex, resulting in faulty communication, lost information, and a lack of team coordination. Patients and families have a unique position in the ambulatory diagnostic team, holding privileged information about their clinical conditions and serving as the connecting thread across multiple healthcare encounters. While experts advocate for engaging patients as diagnostic team members, operationalizing patient engagement has been challenging. The team science literature links improved team performance with shared mental models, a concept reflecting the team’s commonly held knowledge about the tasks to be done and the expertise of each team member. Despite their proven potential to improve team performance and outcomes in other settings, shared mental models remain underexplored in healthcare. In this manuscript, we review the literature on shared mental models, applying that knowledge to the ambulatory diagnostic process. We consider the role of patients in the diagnostic team and adapt the five-factor model of shared mental models to develop a framework for patient-clinician diagnostic shared mental models. We conclude with research priorities. Development, maintenance, and use of shared mental models of the diagnostic process amongst patients, families, and clinicians may increase patient/family engagement, improve diagnostic team performance, and promote diagnostic safety. [ABSTRACT FROM AUTHOR]

Trust is crucial for technological acceptance, continued usage, and teamwork. However, human-robot trust, and human-machine trust more generally, suffer from terminological disagreement and construct proliferation. By comparing, mapping, and analyzing well-constructed trust survey instruments, this work uncovers a consensus structure of trust in human–machine interaction. To do so, we identify the most frequently cited and best-validated human-machine and human-robot trust questionnaires as well as the best-established factors that form the dimensions and antecedents of such trust. To reduce both confusion and construct proliferation, we provide a detailed mapping of terminology between questionnaires. Furthermore, we perform a meta-analysis of the regression models which emerged from the experiments that employed multi-factorial survey instruments. Based on this meta-analysis, we provide the most complete, experimentally validated model of human-machine and human-robot trust to date. This convergent model establishes an integrated framework for future research. It determines the current boundaries of trust measurement and where further investigation and validation are necessary. We close by discussing how to choose an appropriate trust survey instrument and how to design for trust. By identifying the internal workings of trust, a more complete basis for measuring trust is developed that is widely applicable. [ABSTRACT FROM AUTHOR]

When people work together in teams, they ideally have a common understanding, a shared mental model regarding various aspects of teamwork. This common understanding refers not only to task-related aspects of teamwork but also to the elemental social rules and norms that underlie social interactions among team members. Relational models theory proposes that social rules and norms can be seen as the implementation and combination of four elemental relational models that people use to coordinate their social interactions. Since each of these relational models encompasses a distinct moral motive, which determines expectations of fairness and appropriate behaviors in social interactions, we propose that the degree of sharedness of individuals' perceptions regarding the applicable relational models in teams (i.e., shared relational models) is positively related to various aspects of team viability, mediated by perceived justice and relationship conflict. In two field studies collecting data from N = 40 and N = 46 work teams in organizations, we found reproducible support for most of our hypotheses. Our studies' findings emphasize the importance of shared relational models among team members for justice perceptions, conflict and team viability in organizational settings. [ABSTRACT FROM AUTHOR]

Sugeet K Jagpal,1,* Abdullah Alismail,2,3,* Erica Lin,4 Lauren Blackwell,5 Nayla Ahmed,6 May M Lee,7 Jared Chiarchiaro8 1Division of Pulmonary, Critical Care and Sleep Medicine, Rutgers Robert Wood Johnson Medical School, New Brunswick, NJ, USA; 2Department of Cardiopulmonary Sciences, School of Allied Health Professions, Loma Linda University Health, Loma Linda, CA, USA; 3Department of Medicine, School of Medicine, Loma Linda University, Loma Linda, CA, USA; 4Division of Pulmonary, Critical Care and Sleep Medicine, University of California San Diego, La Jolla, CA, USA; 5Division of Pulmonary, Critical Care and Sleep Medicine, Mount Sinai Beth Israel Hospital, Icahn School of Medicine, New York, NY, USA; 6Division of Pulmonary and Critical Care Medicine, Mayo Clinic, Rochester, MN, USA; 7Division of Pulmonary, Critical Care and Sleep Medicine, University of South California, Los Angeles, CA, USA; 8Division of Allergy, and Critical Care Medicine, Oregon Health and Science University, Portland, OR, USA*These authors contributed equally to this workCorrespondence: Abdullah Alismail, Department of Cardiopulmonary Sciences, School of Allied Health Professions, Department of Medicine, School of Medicine, Loma Linda University, Loma Linda, CA, USA, Email aalismail@llu.eduAbstract: Health profession educators readily identify with the goal of fostering healthcare providers who are critical thinkers focused on quality patient care. In the following paper, we aim to delve into critical thinking at the team level and help educators begin the process of creating a shared mental model focusing on cognition to identify gaps and opportunities for growth in their trainees. We will distinguish between microcognition (an individual’s own critical thinking process in a controlled environment), macrocognition (critical thinking process in a real-world environment), and team cognition (the interaction and relationship among team members to augment macrocognition). A common case example will be used to guide the discussion as well as provide a model framework to be used for clinician educators in the future.Keywords: medical education, cognition, shared mental models, clinician educators

Digital tools that enable the production and manipulation of interactive external representations (IER) could be vital in strengthening collaboration and boosting performance. This experimental study with 40 participants working in dyads at a Large Interactive Surface examined the effects of IER on the collaborative processes and solution quality. The results show that even minor changes in interactivity can influence both collaborative processes and solution quality. Specifically, higher interactivity led to higher convergence of mental models and solution quality. Additionally, the dyads in the higher interactivity condition tended to focus on different aspects of the problem space, i.e. macro vs. micro-level interaction. Although the level of interactivity did not directly affect conversational turn-taking, the cross-recurrence quantification analysis revealed that it may change dyads' collaborative patterns. High interactive external representations may foster more complex collaboration dynamics with a plurality of patterns. Unexpectedly, turn-taking had no bearing on the solution quality, which is especially surprising considering the results of previous research. The findings contribute to understanding team cognition by taking a nuanced view of digital technology's role in team efficiency and convergence of the mental models. The practical implications of the findings are discussed.

The interface between organizations and their environments greatly interests organizational scholars. A key research stream—how changes in the external environment produce changes within organizations—is especially relevant in today's turbulent economic and political context. We develop a theoretical model that considers external events and organizational routine changes as key components of disruption. We first draw on event system theory to derive and describe the external event dimensions of magnitude, coupling, clustering, and space, presented in a circumplex model. Then, we use an information-processing lens to theorize how those dimensions directly and contingently influence organizational routine change. We discuss our model's implications for the effective management of organizations amid constant disruption. [ABSTRACT FROM AUTHOR]

The literature on venture-capital investment and entrepreneurship has demonstrated the important role played by mental representations in the entrepreneur – investor relationship. This research draws on shared mental model (SMM) theory to structure a comparative analysis of investor and entrepreneur representations regarding success and the factors that influence it. Through 16 interviews conducted with four entrepreneur – investor pairs, we highlight the need to study representations in greater depth in order to identify potential misalignments. We demonstrate the relevance of SMMs and the use of cognitive maps in capturing and comparing actors' representations through multi-level and multi-approach analysis. [ABSTRACT FROM AUTHOR]

As long-distance space exploration missions move beyond low Earth orbit, and crews become more Earth-independent, it is essential to identify predictors of team performance - properties of teams that can be monitored during space flight to anticipate performance decrements. The most robust team state predicting performance in the team effectiveness literature is shared mental models. Shared mental models are properties of a group reflecting how members organize knowledge and understanding about the purpose of the team, the nature of the work, and how members work together. In this study we developed a measure of shared mental models for use in ground-based analogs. It was administered in the National Aeronautics and Space Agency (NASA)'s Human Exploration Research Analog (HERA) Campaign 4, Campaign 5, and the Nazemnyy Eksperimental'nyy Kompleks (NEK) SIRIUS-19 mission. HERA included eight 4-member crews in isolation for 45 days; NEK SIRIUS-19 included a 6-member crew in isolation for 120 days. To track performance variations, we administered two team tasks: a creative thinking task and a problem-solving task. We found substantial positive correlations between shared mental models and both dimensions of team performance in HERA and in NEK. Though shared mental models are a strong predictor of team performance across mission stages, we found some nuanced shifts. First, mental model sharedness in HERA is associated with crews generating fewer ideas in the third quarter than in other quarters, but also generating more novel, original ideas. Second, in the NEK mission we observed a third quarter effect with problem-solving, and the nature of the effect was that the effect of the shared mental model was most important in all quarters except the third. These results suggest that mission timing but also mission duration are important factors that condition relations between team process variables like shared mental models and team performance indicators. • Shared mental models (SMMs) are a useful predictor of crew performance in 45- and 120-day analog crews. • SMMs predict crew performance on creative thinking and problem-solving tasks. • Third quarter effects were observed in both 45- and 120-day crews, but with different patterns. [ABSTRACT FROM AUTHOR]

Collaborative teams pursue common goals, completing tasks and making decisions with various levels of interdependence. A shared mental model (SMM) is a foundational structure in high performing, production teams and aids humans in predicting their teammate's goals and intentions. Advice teams utilize a transactive memory system (TMS) that integrate sources of knowledge and the source's credibility. SMMs and TMSs elevate human performance when the nature of emergence complements the associated team type. However, project and action teams require both behavioral and knowledge integration. We present a hybrid cognitive model (HCM) for machine agents that unifies SMM and TMS characteristics. The HCM enables anytime selection over the two cognitive representations with the computational complexity of a single model. Furthermore, the pliant nature of credibility modeling in TMSs can represent expertise, thoroughness, or trust simultaneously in the team context. Results in a multi-agent project domain demonstrate the HCM's efficacy for machine agent teams and potential for applications in human–machine teams. [ABSTRACT FROM AUTHOR]

By bridging the literature on shared mental models and the individual zones of optimal functioning, the author advances a new framework called the shared zones of optimal functioning. The shared zones of optimal functioning is a probabilistic methodology designed to (a) capture optimal and suboptimal performance experiences in teams, (b) track team momentum through the analysis of within-team performance fluctuations, and (c) estimate within-team psycho–bio–social synchrony and leader–follower dynamics (i.e., leader–follower dichotomy, shared leadership). To test the shared zones of optimal functioning framework, three dyadic juggling teams were asked to juggle for 60 trials, while having their performance, arousal, pleasantness, and attentional levels recorded. Ordinal logistic regression, frequency counts, and cross-correlation analyses revealed that each team showed idiosyncratic affective and attentional levels linked to optimal performance, team momentum patterns, and leader–follower dynamics. The implications of these findings for the development of high-performing teams and specific avenues of future research are discussed throughout. [ABSTRACT FROM AUTHOR]

In working teams, each member has an individual understanding of the social rules and norms that underlie social relationships in the team, as well as about what behavior is appropriate and what behavior can be expected from others. What happens if the members of a team are not "on the same page" with respect to these social rules and norms? Drawing on relational models theory, which posits four elemental relational models that people use to coordinate their social interactions, we examined the effects of a common understanding of relational models in teams (i.e., "shared relational models") on various aspects of cooperative and uncooperative behaviors. We hypothesized that a shared understanding of relational models in a team is positively related to justice perception and negatively related to relationship conflict, which are in turn related to helping behavior and knowledge hiding. We conducted a field study, collecting data from 46 work teams (N = 189 total participants) in various organizations, and found support for all proposed hypotheses. Our findings emphasize the importance of a shared understanding of relational models for (un)cooperative behavior in teams, thereby opening a new door for research on relational models in organizations. [ABSTRACT FROM AUTHOR]

This paper describes an extension of a safety culture within hospital organizations providing more transparency and acknowledgement of all actors, and in particular the parents. It contributes a model architecture to support a hospital to develop such an extended safety culture. It is illustrated for prevention of postpartum depression. Postpartum depression is a commonly known consequence of childbirth for both mothers and fathers. In this research, we computationally analyze the risk factors and lack of support received by fathers. Therefore, we use shared mental models to model the effects of poor and additional communication by healthcare practitioners to mitigate the development of postpartum depression in both the mother and the father. Both individual mental models and shared mental models are considered in the design of the computational model. The paper illustrates the benefits of simple support in terms of communication during childbirth, which has lasting effects, even outside the hospital. For the impact of additional communication, a Virtual Safety Coach is designed that intervenes when necessary to provide support, i.e., when a health care practitioner doesn't. Moreover, organizational learning is also modelled to improve the mental models of both the Safety Coach and the Health Care Practitioner. [ABSTRACT FROM AUTHOR]

While scholars agree that institutions are critical for enabling and constraining entrepreneurial action, the mechanisms by which institutions shape individual entrepreneurs' actions remain underdeveloped. Whereas a prior work focuses on the direct and moderating effects of institutions on entrepreneurial action, we propose that institutions also indirectly influence entrepreneurial action through their influence on the mental models of actors. To that end, we theorize an underexplored role of institutions: shaping three socio-cognitive traits (SCT)—opportunity recognition, entrepreneurial self-efficacy, and fear of failure—that influence entrepreneurial action. Using GEM data from 735,244 individuals in 86 countries, we test and find evidence that SCTs mediate the relationship between institutions and opportunity entrepreneurship. The social legitimacy of entrepreneurship exerts a weaker direct effect on opportunity entrepreneurship but a stronger indirect effect through the SCT channels relative to pro-market institutions. Our study thus provides more nuanced findings concerning the ways formal and informal institutions, as well as the direct and indirect effects of institutions, enable and constrain entrepreneurial action. Plain English Summary: Pro-market institutions and favorable societal attitudes do not only create beneficial market conditions for entrepreneurship; they also potentially shape the cognitive characteristics conducive to entrepreneurial action. In a sample of 735,244 individuals in 86 countries from 2002 to 2015, we find that formal and informal institutions increase the socio-cognitive traits that, in turn, increase the propensity for opportunity-motivated entrepreneurship. This reveals that the effects of institutions on individual engagement with entrepreneurship are both direct and indirect, suggesting the importance of policy and culture in shaping the cognitive foundations of the entrepreneurial process. [ABSTRACT FROM AUTHOR]

Goal-oriented care is an approach to care delivery that uses patient-identified goals to drive care planning. Implementing goal-oriented care requires team members to cognitively shift the focus from "what is the matter" to "what matters to patients," and align their mental models of what it means to care for patients. Yet, no empirical studies of goal-oriented care apply evidence from the cognitive sciences, such as Shared Mental Model (SMM) theory. We conducted a qualitative case study of an interprofessional team that adopted goal-oriented care in Vermont, US (n = 18). Guided by SMM theory, we distinguished between task-related and team-related mental models. We used framework analysis and qualitative content analysis to determine mental model content and similarity. The most shared content areas were operationalizing goal-oriented care, engaging in formal and informal communication, taking a "whole-person" approach, taking a team approach, and building trusting relationships with patients and with other team members. Trust was the only construct that spanned both task and team mental model categories, highlighting the importance of both intra-team trust and provider-patient trust to the implementation of goal-oriented care. Team members developed SMMs through training, regular meetings, and interactions during care delivery. This study provides insight into the cognitive mechanisms that underlie team-based goal-oriented care delivery, which can be used to inform implementation, training content, and future research. [ABSTRACT FROM AUTHOR]

• Often perceived as "funny," bullies' subtle but demeaning affronts are significantly damaging to individuals and workplace settings. • This paper demonstrates the influence of an intervention that characterizes bullying as "sticky storytelling" on strengthening study participants' understanding of bullying's true nature and reducing views that bullying is "funny." • Findings suggest that by strengthening co-worker understanding of bullying as an emotionally charged, "sticky story," co-workers might be empowered to recognize bullies' demeaning intent and not see bullying affronts as "funny." Shared mental models promote strengthened teamwork, especially in complex situations like bullying. The purpose of this study was to examine the impact of a shared mental model characterizing bullying as "sticky storytelling" on nurse residents' perceptions of bullies' power and on bullies' seeming risibility, that is, their appearance as humorous, in a film clip modeling bullying. Within a prospective, one-session, quasi-experimental, pre-/postintervention design, 41 consenting, newly hired hospital nurse residents completed a brief demographic instrument and two visual analog scales (VASs) measuring their responses to the film clip. Results indicated that the shared mental model (study intervention) and frequently occurring personal experience with bullying were significantly correlated with changes in study participants' postintervention VAS "humor" scores. Understanding bullying as "sticky storytelling" may support nurses to more successfully navigate bullying situations, and it may assist administrators to better recognize the influence of personal experiences on individuals' personal responses to bullying affronts. [ABSTRACT FROM AUTHOR]

The Shared Zones of Optimal Functioning (SZOF) framework posits that different teams or sub-teams share unique psycho-bio-social states, momentum, and leadership patterns associated with optimal performance. In this paper, a theoretical summary of the SZOF framework is provided and the concept of Complementary Zones of Optimal Functioning (CZOF) is advanced. The notions of Shared Zones of Proximal Development and Complementary Zones of Proximal Development are also outlined. A seven-session intervention plan, based on the SZOF and the CZOF tenets, is described in detail to aid practitioners working with small teams and sub-teams in a variety of sports and performance domains. [ABSTRACT FROM AUTHOR]

Drawing on the concept of requisite complexity, we propose that mental model complexity is crucial for teams to thrive in dynamic complex environments. Using a longitudinal research design, we examined the influence of team mental model complexity on team information search and performance trajectories in a sample of 64 teams competing in a business strategy simulation over time. We found that team information search positively influences performance growth over time. More specifically, and consistent with requisite complexity, we found that mental model complexity positively influences both performance growth and information search over time, above and beyond the effects of mental model similarity and accuracy. [ABSTRACT FROM AUTHOR]

This paper discusses a research agenda for post-Northian institutional economics, which focuses on economic cognitive institutions and minds–institutions interactions. Douglass North introduced the 'shared mental models' and 'shared beliefs' concepts, which were considered the cutting edge of cognitive science at that time, the so-called first wave of extended mind theory. Subsequently, two more waves arose, but they went unnoticed by institutional economists who mostly continue to use internalist and reductionist approaches to cognition. Post-Northian institutional economics offers a deeper understanding of the relationship between cognition and institutions in the spirit of third-wave extended mind theory. The research agenda emphasizes a focus on socially extended cognition and the conception of cognitive institutions as shared mental processes (Petracca and Gallagher, 2020). I propose an alternative definition of cognitive institutions as interactively and polycentrically co-produced cognitive norms; this approach highlights normativity, co-production, and distributed active agency in extended cognitive processes. I propose two domains in which this third-wave framework can be used: ecological rationality and cognitive–cultural niche construction. This paper encourages a discussion on the prospects of a third-wave enactivist turn in institutional economics. [ABSTRACT FROM AUTHOR]

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Mental models are knowledge structures employed by humans to describe, explain, and predict the world around them. Shared Mental Models (SMMs) occur in teams whose members have similar mental models of their task and of the team itself. Research on human teaming has linked SMM quality to improved team performance. Applied understanding of SMMs should lead to improvements in human-AI teaming. Yet, it remains unclear how the SMM construct may differ in teams of human and AI agents, how and under what conditions such SMMs form, and how they should be quantified. This paper presents a review of SMMs and the associated literature, including their definition, measurement, and relation to other concepts. A synthesized conceptual model is proposed for the application of SMM literature to the human-AI setting. Several areas of AI research are identified and reviewed that are highly relevant to SMMs in human-AI teaming but which have not been discussed via a common vernacular. A summary of design considerations to support future experiments regarding Human-AI SMMs is presented. We find that while current research has made significant progress, a lack of consistency in terms and of effective means for measuring Human-AI SMMs currently impedes realization of the concept. [ABSTRACT FROM AUTHOR]

Objective: The operating room is a highly complex environment, where patient care is delivered by interprofessional teams. Unfortunately, issues with communication and teamwork occur, potentially leading to patient harm. A shared mental model is one prerequisite to function effectively as a team, and consists of task- and team-related knowledge. We aimed to explore potential differences in task- and team-related knowledge between the different professions working in the operating room. The assessed team-related knowledge consisted of knowledge regarding other professions’ training and work activities, and of perceived traits of a high-performing and underperforming colleague. Task-related knowledge was assessed by mapping the perceived allocation of responsibilities for certain tasks, using a Likert-type scale. Design: A single sample cross-sectional study. Setting: The study was performed in three hospitals in the Netherlands, one academic center and two regional teaching hospitals. Participants: 106 health care professionals participated, of four professions. Most respondents (77%) were certified professionals, the others were still in training. Results: Participants generally were well informed about each other's training and work activities and nearly everyone mentioned the importance of adequate communication and teamwork. Discrepancies were also observed. The other professions knew on average the least about the profession of anesthesiologists and most about the profession of surgeons. When assessing the responsibilities regarding tasks we found consensus in well-defined and/or protocolized tasks, but variation in less clearly defined tasks. Conclusions: Team- and task-related knowledge in the operating room team is reasonably well developed, but irregularly, with potentially crucial differences in knowledge related to patient care. Awareness of these discrepancies is the first step in further optimization of team performance.

Collaborative innovation among different stakeholders is essential for the successful implementation of megaprojects. As collaborative innovation challenges in megaprojects are complex to foresee and plan, previous research adopted mediated power (i.e., contracts) to understand the coordination process in traditional construction projects, which may not be applicable to explain collaborative innovation in megaprojects. This study explores the role of perceived partners' non-mediated power (expert and referent power), shared mental models, and team creative efficacy in improving collaborative innovation performance based on organizational identification theory and social cognitive theory. We surveyed 490 managers of Chinese construction megaprojects and used the SPSS PROCESS Macro mediation model and hierarchical multiple regression to test our research hypotheses. Results showed that perceived partners' expert power and referent power positively affect participants' collaborative innovation performance via dual-mechanism: shared mental models and team creative efficacy. Findings also demonstrated that identification with partners enables megaprojects participants to voluntarily coordinate the innovation activities of others and to participate in their innovation activities by developing a cohesive cognitive structure and boosting innovation confidence. These findings enrich the theory of megaprojects innovation management and provide suggestions for how megaprojects partners can make informed decisions to foster participants' collaborative innovation. [ABSTRACT FROM AUTHOR]

Based on the impact of the theoretical big five of teamwork model proposed by Salas et al. (2005), the present study aimed at investigating the model within an operational police simulation. One hundred and sixty-seven frontline police officers participated in the study. Based on path analyses, a reduced model excluding trust and leadership obtained a good fit with the data. The results provided some support for the model by confirming six out of 10 proposed direct effects and four out of seven indirect pathways. Shared mental models directly affected team adaptability, and backup behavior affects adaptability and team effectiveness. Team orientation affects mutual performance monitoring and backup behavior, and finally, reciprocal monitoring affects backup behavior. Monitoring influenced both team effectiveness and adaptability through backup behavior. Two paths from team orientation towards effectiveness were found. One flowing through monitoring and another through back-up behavior. Our study expands former knowledge of the big five theory by empirically testing the totality of the model and identifying important pathways. [ABSTRACT FROM AUTHOR]

This article offers a brief overview of the main ideas in the book “The Future of Capitalism” by American economist Lester Thurow related to the discussion in economic literature on the role of culture, and more specifically to the dimension of individualism–collectivism1 . According to the author, the long-term existence of the current socio-economic system is threatened by the incompatibility of modern social market relations and technological connections with basic features of human nature. Individuals and their preferences are largely products of society and social influences, and to function properly they require unifying worldview systems. The problem with capitalism and the concept of market-regulated social order, as Thurow sees it, is that they are not unifying, but rather ‘process’ ideologies regarding the efficacy of human exchange. With the ubiquitous spread of individualistic mental models, it is getting harder to formulate concepts of common good or collective goals to which all members of society are expected to contribute. In the absence of a wellfunctioning collectivistic social organization, however, everyone is motivated to “free ride”, i.e., to reap the benefits provided by others at an earlier historical stage without investing own efforts in maintaining the system that made these benefits possible. [ABSTRACT FROM AUTHOR]

This practical advance paper outlines the complexity of simultaneously coaching in Olympic and Paralympic disciplines of canoeing. The paper integrates applied experience from the Tokyo Games with a critical review of disability literature to explore the importance of the creation of shared mental models to inform the development of a performance vision in elite sport. The paper first addresses the design and development of complex performance visions, which underpins the delivery of such elite programmes. Secondly, and perhaps more importantly, the paper addresses the fundamental issue that Paralympic sport is not a microcosm of Olympic sport and that performance visions and coaching processes created in an able-bodied environment cannot be cut, copied, and pasted into a Paralympic setting. Offering applied insight from this unique dual perspective, the paper discusses the complexity of designing a well-structured performance vision. We propose that although such performance visions developed in Olympic and Paralympic contexts share some similarities, the design of shared mental models needs to be bespoke to the performance setting. The paper articulates the additional complexities of shared mental models deployed in a paracanoe setting and offers recommendations as to how we can better support the construction of performance visions in Paralympic sport. [ABSTRACT FROM AUTHOR]

According to the social cognitive view, the organization of sports team behavior is underpinned by the existence of shared knowledge. This study considers tactical position knowledge as an example of shared macro-level plans involved in organizing team behavior. A coach- and a team-referenced measure of sharedness in tactical knowledge are introduced to test whether expert sport teams share knowledge to a higher degree than weaker sport teams (RQ1), whether the time spent performing a common task predicts shared knowledge (RQ2), whether role-specific specializations are mirrored in the degree to which athletes share tactical knowledge (RQ3) and whether tactical knowledge is shared to different degrees in defensive as opposed to offensive game situations (RQ4). Members of 17 football teams (N = 296) participating in championships at different levels of the Swiss National Football Federation took part in the scenario-based, cross-sectional study. Participants marked the positions of their team members according to their tactical playing strategy. Data were analyzed using multiple regression and mixed linear model procedures. Teams playing at the professional level had significantly more consistent ideas about their teams’ tactical positions than those at the amateur level. Within the amateur level, no consistent pattern of increasing consensus as the playing level increased was found. Sharedness in tactical knowledge increased with the duration of team membership when considering the team-referenced congruency measure. However, the effect was low. Overall, there was a pattern of defenders and midfielders agreeing with their team reference positions more than did goal keepers and forwards. Sharedness was generally higher in defensive situations than in offensive situations. The presented approach to measuring shared knowledge offers new insights into a yet under-researched field. It can be adopted to answering research questions in other sports and situations involving other measures of team performance assumed to be affected by shared knowledge.

Background: Important non-technical skills enable operating teams to establish shared mental models (SMMs). The importance of SMMs in regards to surgical performance and peri-operative outcomes remains to be investigated. The aim of this study was to explore whether shared mental models (SMMs) of team resources and the current situation, respectively, were predictive of technical skills, duration of surgery, and amount of intra-operative bleeding in video-assisted thoracoscopic surgery (VATS). Methods: A prospective multi-center observational study was conducted at four tertiary academic hospitals during VATS lobectomy procedures. Data included pre-operative and post-operative questionnaires answered by each of the six team members to measure the SMMs; thoracoscopic video recordings assessed using the previously validated VATS lobectomy Assessment Tool (VATSAT); surgery-related time stamps; and amount (volume) of intra-operative bleeding. Linear regression analyses were conducted to adjust for confounders. Results: Fifty-eight lobectomy procedures were included. Median (interquartile range) VATSAT score was 33.3 (scale 8–40) duration of surgery 101 min (88–123), and amount of intra-operative bleeding 100 ml (20–150). The mean (± SD) of teams' SMMs of the current situation was 20 (± 5). They were not predictive of the surgeons' technical skills, but every one point increase in SMM score significantly predicted a 1 min 52 s decrease in duration of surgery and an 11% decrease in amount of bleeding. The SMMs of team resources were not predictive of any outcomes. Conclusion: VATS teams' superior SMMs of the current situation related to significantly shorter duration of surgery and decreased intra-operative bleeding, indicating an effect on team performance and patient care. Trial registration: NCT02999113 at http://www.clinicaltrials.gov. [ABSTRACT FROM AUTHOR]

Modern medicine and healthcare systems focus on diagnosing, treating, and monitoring diseases in clinical practice. However, contemporary disease burden is driven by chronic diseases, whose determinants occur across multiple levels of influence, from genetics to changes in the natural, built environments to societal conditions and policies. Conventional discipline-specific approaches are useful for the discovery and accumulation of knowledge on single causes of disease entities. Multidisciplinary collaborations can facilitate the identification of the causes of diseases at multiple levels, while interdisciplinary collaboration remains limited to transferring tools from one discipline to another, perhaps creating new disciplines (molecular epidemiology, etc). However, these forms of disciplinary collaboration fall short in capturing the complexity of chronic disease. In addition, these approaches lack sufficient power to generate knowledge that is translatable into implementable solutions, because of their failure to provide a holistic view limited their ability to capture the complexity of real-world problems. Transdisciplinary collaborations gained popularity in health research in the 1990 s, when disciplinary researchers began to develop integrated research frameworks that transcended discipline-specific methods. Using cancer research as an example, this position paper describes the nature of different disciplinary collaborations, reviews transdisciplinary research projects funded by the US National Cancer Institute, discusses frameworks to develop shared mental models in teams and to evaluate transdisciplinary collaboration, highlights the role of team science in successful transdisciplinary health research, and proposes future research to develop the science of team science. [ABSTRACT FROM AUTHOR]

Computer-supported collaborative learning (CSCL) environments may at times become socio-emotionally tense and pose challenges that may have detrimental effects on mutual trust and shared mental models. Objective. This study aims to examine and classify general teamwork challenges in a novel but authentic CSCL setting (hackathon) to identify challenges that impede the development of key team coordination mechanisms (i.e., mutual trust and shared mental models). Methods. Multimodal data including responses to an adapted questionnaire (AIRE), post-competition interview data, and videos of team interaction were collected during an international hackathon event (N = 48, 71% male, M = 22 years age). Qualitative theory-driven coding and theme development were used to analyze the multimodal dataset (Greeno, 2006; Jarvenoja et al., 2013). Results. Our analyses revealed 16 general challenges that hamper teamwork in a hackathon. A model of team challenges was developed to categorize challenges into macro level themes including cognitive, motivational, emotional and behavioral challenges. We also identified which challenges hindered the development of mutual trust, and which challenges hindered the development of shared mental models. Conclusions. These findings provide important insights for educators and mentors in understanding the types of teamwork challenges that may occur in CSCL settings. The results also inform educators which challenges likely lead to mutual trust breakdown and weaken shared mental model bonds. [ABSTRACT FROM AUTHOR]

In recent decades there has been an increased emphasis on non-technical skills in medical teams. One promising approach that relates teamwork to medical efficiency is the theory of Shared Mental Models (SMM). The aim of the present study was to investigate the suitability of the Shared Mental Model approach for teamwork between operators in emergency medical communication centers and the first line ambulance personnel in real-life settings. These teams collaborate while working from geographically dispersed positions, which makes them distinct from the kinds of teams examined in most previous research on team effectiveness. A pressing issue is therefore whether current models on co-located teams are valid for medical distributed teams. A total of 240 participants from 80 emergency medical teams participated in the study. A team effectiveness model was proposed based on identified team coordinating mechanisms and the "Big five" team processes. Path analyses showed that SMM was positively associated with team effectiveness (i.e., performance satisfaction and situational awareness) and negatively related to mission complexity. Furthermore, the coordinating mechanisms of SMM and Closed Loop Communication was positively related to "Big five" team scores. However, no effects were found for the "Big five" team processes on effectiveness, which could indicate that the model needs to be adjusted for application to geographically dispersed teams. Possible implications for team training of distributed emergency response teams are discussed. [ABSTRACT FROM AUTHOR]

In recent decades there has been an increased emphasis on non-technical skills in medical teams. One promising approach that relates teamwork to medical efficiency is the theory of Shared Mental Models (SMM). The aim of the present study was to investigate the suitability of the Shared Mental Model approach for teamwork between operators in emergency medical communication centers and the first line ambulance personnel in real-life settings. These teams collaborate while working from geographically dispersed positions, which makes them distinct from the kinds of teams examined in most previous research on team effectiveness. A pressing issue is therefore whether current models on co-located teams are valid for medical distributed teams. A total of 240 participants from 80 emergency medical teams participated in the study. A team effectiveness model was proposed based on identified team coordinating mechanisms and the “Big five” team processes. Path analyses showed that SMM was positively associated with team effectiveness (i.e., performance satisfaction and situational awareness) and negatively related to mission complexity. Furthermore, the coordinating mechanisms of SMM and Closed Loop Communication was positively related to “Big five” team scores. However, no effects were found for the “Big five” team processes on effectiveness, which could indicate that the model needs to be adjusted for application to geographically dispersed teams. Possible implications for team training of distributed emergency response teams are discussed.