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Effects of two types of intra-team feedback on developing a shared mental model in Command & Control teams

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Author: Rasker, P.C. · Post, W.M. · Schraagen, J.M.C.
Type:article
Date:2000
Institution: TNO Human Factors
Source:Ergonomics, 8, 43, 1167 - 1189
Identifier: 9852
Keywords: Command and control Defence · Performance measurement · Self-management · Shared mental model · Coordination · Military · Command and Control · Communication · Intra-team feedback · Performance monitoring · Shared mental model · Team self-correction · Teams · interpersonal communication · Task performance · Decision Making, Organizational · Group Processes · Netherlands · Rescue Work · Task Performance and Analysis

Abstract

In two studies, the effect of two types of intra-team feedback on developing a shared mental model in Command & Control teams was investigated. A distinction is made between performance monitoring and team self-correction. Performance monitoring is the ability of team members to monitor each other's task execution and give feedback during task execution. Team self-correction is the process in which team members engage in evaluating their performance and in determining their strategies after task execution. In two experiments the opportunity to engage in performance monitoring, respectively team self- correction, was varied systematically. Both performance monitoring as well as team self-correction appeared beneficial in the improvement of team performance. Teams that had the opportunity to engage in performance monitoring, however, performed better than teams that had the opportunity to engage in team self -correction.