Title
Effects of two types of intra-team feedback on developing a shared mental model in Command & Control teams
Author
Rasker, P.C.
Post, W.M.
Schraagen, J.M.C.
TNO Human Factors
Publication year
2000
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.
Subject
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
To reference this document use:
http://resolver.tudelft.nl/uuid:0ab34469-9d47-4101-a9ba-bb18dfe66bda
TNO identifier
9852
Source
Ergonomics, 43 (8), 1167-1189
Bibliographical note
Special issue on teamworking
Document type
article