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Letteratura scientifica selezionata sul tema "Shared mental model"

Autore: Grafiati

Pubblicato: 4 giugno 2021

Ultima modifica: 4 febbraio 2022

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Articoli di riviste sul tema "Shared mental model"

Du, Jun Min. "Shared Mental Models for Collaborative Mechanical Design in Mechanical Engineering." Advanced Materials Research 644 (January 2013): 378–81. http://dx.doi.org/10.4028/www.scientific.net/amr.644.378.

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Collaborative mechanical design in mechanical engineering means the collaborative design for mechanical engineering or mechanical product. Collaborative mechanical design is the process in which actors from different disciplines share their knowledge about the mechanical product design process and content. Shared mental models are considered to facilitate the creation of shared understanding among actors, which is critical for collaborative mechanical design. After a review of shared mental models, we discuss the shared mental models in design. We propose shared design mental models(SDMM) as the core component of shared mental models from a design perspective, which is about design rationale of collaborative design. Design thinking process model(DTPM) has been proposed to represent SDMM.

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Gisick, Logan M., Kristen L. Webster, Joseph R. Keebler, Elizabeth H. Lazzara, Sarah Fouquet, Keaton Fletcher, Agnes Fagerlund, Victoria Lew, and Raymond Chan. "Measuring shared mental models in healthcare." Journal of Patient Safety and Risk Management 23, no. 5 (September 20, 2018): 207–19. http://dx.doi.org/10.1177/2516043518796442.

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Objective To review common qualitative and quantitative methods of measuring shared mental models appropriate for use in the healthcare setting. Background Shared mental models are the overlap of individuals’ set of knowledge and/or assumptions that act as the basis for understanding and decision making between individuals. Within healthcare, shared mental models facilitate effective teamwork and theorized to influence clinical decision making and performance. With the current rapid growth and expansion of healthcare teams, it is critical that we understand and correctly use shared mental model measurement methods assess optimal team performance. Unfortunately, agreement on the proper measurement of shared mental models within healthcare remains diffuse. Method This paper presents methods appropriate to measure shared mental models within healthcare. Results Multiple shared mental model measurement methods are discussed with regard to their utility within this setting, ease of use, and difficulties in deploying within the healthcare operational environment. For rigorous analysis of shared mental models, it is recommended that a combination of qualitative and quantitative analyses be employed. Conclusion There are multitude of shared mental model measurement methods that can be used in the healthcare domain; although there is no perfect solution for every situation. Researchers can utilize this article to determine the best approach for their needs.

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McElheran, William, Philip Eaton, Carol Rupcich, Marilyn Basinger, and David Johnston. "Shared mental health care: The Calgary model." Families, Systems, & Health 22, no. 4 (2004): 424–38. http://dx.doi.org/10.1037/1091-7527.22.4.424.

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Keleher, Helen. "Community-based Shared Mental Health Care: A Model of Collaboration?" Australian Journal of Primary Health 12, no. 2 (2006): 90. http://dx.doi.org/10.1071/py06027.

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Shared mental health care is being developed as a community-based model of service delivery that is described as a collaborative model with the intention to shift cultures of general practice from simple referral models to stronger models of collaboration. This article examines the degree to which community-based shared mental health care can be considered a collaborative model of care, and the implications for policy and practice and for consumers recovering from depression and related disorders. Victorian-based research informs the discussion, together with literature that discusses shared mental health care. Overall, the literature supports the view that there are positive outcomes of shared primary mental health care, including continuity of care for consumers and enhanced skills for general practitioners. However, features of collaborations such as inter-disciplinary trust, working together, shared planning or sharing of resources are weak in shared mental health care, suggesting that current practice models are working at a level of cooperation rather than true collaboration. The conceptualising of shared mental health care practices in terms of the theory of par partnerships and collaborations can only inform and strengthen the foundations of shared mental health care.

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Andres, Hayward P. "Shared Mental Model Development During Technology-Mediated Collaboration." International Journal of e-Collaboration 7, no. 3 (July 2011): 14–30. http://dx.doi.org/10.4018/ijec.2011070102.

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This study examines how collaboration mode – face-to-face and videoconferencing technology-mediated virtual teams - shapes negotiated shared interpretation of ideas needed for shared mental model construction. Social impact theory and group action theory provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development. Social impact theory suggests that team member behavior is affected by 1) influential members, 2) number of members, and 3) proximity. Group action theory proposes that team member behavior is guided by 1) assessment of task requirements, 2) adopted task strategy, and 3) evaluation of task solution. This study argues that technology-mediated collaboration will exhibit lower participation rates and intra-team communication deficiencies while developing a shared mental model of task requirements, strategy and status. Partial least squares analysis revealed that technology-mediated collaboration does impact shared mental model development. Observers noted that decision making effectiveness and timeliness regarding task execution strategy and solution content was facilitated by a shared understanding of the task context. The study also confirmed the utility of direct observation for studying communication behaviors and social interaction in the development of shared mental model and teamwork.

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Johnson, Tristan E., and Debra L. O'Connor. "Measuring team shared understanding using the analysis-constructed shared mental model methodology." Performance Improvement Quarterly 21, no. 3 (2008): 113–34. http://dx.doi.org/10.1002/piq.20034.

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Andres, Hayward P. "Technology-Mediated Collaboration, Shared Mental Model and Task Performance." Journal of Organizational and End User Computing 24, no. 1 (January 2012): 64–81. http://dx.doi.org/10.4018/joeuc.2012010104.

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This study takes a direct observation research approach to examine how the impact of collaboration mode on team productivity and process satisfaction is mediated by shared mental model. Team cognition and social impact theories are integrated to provide a framework for explaining how technology-mediated collaboration constrains or enhances team shared mental model development and its subsequent impact on task outcomes. Partial least squares analysis revealed that technology-mediated collaboration impacts shared mental model development. The results also demonstrate that timely and accurate development of shared mental model facilitates increases in both productivity and team process satisfaction. Direct observation of team process behaviors suggests that collaboration modes differ not only in their impact on communication facilitation but efficacy-based, motivational, and social influence factors (e.g., self-efficacy and team-efficacy, perceived salience and credibility of contributions, social influence on action, etc.) as well. Shared mental model development requires quality communication among team members that are motivated to participate by a positive team climate that promotes idea convergence.

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Ross, Sarah, and Natalie Allen. "Examining the convergent validity of shared mental model measures." Behavior Research Methods 44, no. 4 (April 5, 2012): 1052–62. http://dx.doi.org/10.3758/s13428-012-0201-5.

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Weston, Wayne. "Shared mental health care: The Calgary model--A commentary." Families, Systems, & Health 22, no. 4 (2004): 439–44. http://dx.doi.org/10.1037/1091-7527.22.4.439.

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AKIHO, Ryota, Kengo NAWATA, Yoko TSUMAGARI, Azusa KIKUCHI, Kazuyo MATSUO, and Hiroyuki YAMAGUCHI. "The relationship between shared mental model and circle commitment." Proceedings of the Annual Convention of the Japanese Psychological Association 77 (September 19, 2013): 1EV—004–1EV—004. http://dx.doi.org/10.4992/pacjpa.77.0_1ev-004.

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Più fonti

Tesi sul tema "Shared mental model"

Stetzer, Michael W. Jr. "Shared mental models' impact on the onboarding process." Diss., Kansas State University, 2016. http://hdl.handle.net/2097/34553.

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Doctor of Philosophy Department of Psychological Sciences Patrick A. Knight The present study examined onboarding information acquisition and the mediated impact of shared mental model on newcomers' organizational commitment, job satisfaction, and intentions to quit. Onboarding is the initial stage of the socialization process that provides information pertinent to facilitating newcomers' transition into the organization. Previous research stated that a dearth in the socialization literature existed pertaining to intra-individual cognitive mediators. As a result, the present study identified and evaluated the variable, shared mental model, as an underlying mechanism through which information acquisition operated within the onboarding process. The study postulated that newcomers actively evaluated for perceived congruency their own mental models with those espoused by the organization with these perceptions influencing individual organizational commitment, job satisfaction, and intentions to quit. Data were collected via Qualtrics from 305 full-time employees who were experiencing onboarding at the time of study. Participants completed a series of scales relevant to newcomer information seeking behavior, clarity of job role and work processes, and specific organizational outcomes (e.g., organizational commitment, job satisfaction, and intentions to quit) through an online data collection hub. A confirmatory factor analysis supported the factor structures for each of the latent variables (the antecedent, mediator, three socialization outcomes) evaluated in the present study. The proposed mediated socialization process was then examined by way of structural equation modeling. Results showed that shared mental models did mediate the relationships between newcomer employee behaviors and specific socialization outcomes. Furthermore, relationships between the antecedent, newcomer employee behaviors, and two of the socialization consequences, organizational commitment and job satisfaction, appeared to be fully mediated by the presence of shared mental models in the analysis (the intentions to quit relationship was partially mediated). Practical and theoretical implications, in addition to limitations and recommendations of the research are discussed.

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Cao, Sen. "Role-based and agent-oriented teamwork modeling." Texas A&M University, 2005. http://hdl.handle.net/1969.1/2540.

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Teamwork has become increasingly important in many disciplines. To support teamwork in dynamic and complex domains, a teamwork programming language and a teamwork architecture are important for specifying the knowledge of teamwork and for interpreting the knowledge of teamwork and then driving agents to interact with the domains. Psychological studies on teamwork have also shown that team members in an effective team often maintain shared mental models so that they can have mutual expectation on each other. However, existing agent/teamwork programming languages cannot explicitly express the mental states underlying teamwork, and existing representation of the shared mental models are inefficient and further become an obstacle to support effective teamwork. To address these issues, we have developed a teamwork programming language called Role-Based MALLET (RoB-MALLET) which has rich expressivity to explicitly specify the mental states underlying teamwork. By using roles and role variables, the knowledge of team processes is specified in terms of conceptual notions, instead of specific agents and agent variables, allowing joint intentions to be formed and this knowledge to be reused by different teams of agents. Further, based on roles and role variables, we have developed mechanisms of task decomposition and task delegation, by which the knowledge of a team process is decomposed into the knowledge of a team process for individuals and then delegate it to agents. We have also developed an efficient representation of shared mental models called Role-Based Shared Mental Model (RoB-SMM) by which agents only maintain individual processes complementary with others?? individual process and a low level of overlapping called team organizations. Based on RoB-SMMs, we have developed tworeasoning mechanisms to improve team performance, including Role-Based Proactive Information Exchange (RoB-PIE) and Role-Based Proactive Helping Behaivors (RoBPHB). Through RoB-PIE, agents can anticipate other agents?? information needs and proactively exchange information with them. Through RoB-PHB, agents can identify other agents?? help needs and proactively initialize actions to help them. Our experiments have shown that RoB-MALLET is flexible in specifying reusable plans, RoB-SMMs is efficient in supporting effective teamwork, and RoB-PHB improves team performance.

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Hoeft, Raegan. "INVESTIGATING THE MECHANISMS THAT DRIVE IMPLICIT COORDINATION IN TEAMS." Doctoral diss., University of Central Florida, 2006. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3315.

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The purpose of this study was to empirically test the oft-noted hypothesis that shared mental models lead to implicit coordination. Specifically, this dissertation investigated the underlying mechanisms of implicit coordination and how different aspects of shared mental models affect the process. The research questions tested in this study were (a)how perceptions of sharedness affect the initiation of implicit coordination, (b) how actual levels of sharedness affect the process of implicit coordination, and (c) how quality of task mental models affects successful implicit coordination. Sixty same-gender, two-person teams engaged in a complex military reconnaissance planning task in which the team members were required to work together by exchanging information to plan routes for one unmanned aerial vehicle (UAV) and one unmanned ground vehicle (UGV). The results provided partial support for the influence of different facets of shared mental models on the process of implicit coordination. Specifically, individual mental model quality, not perceptions of sharedness or actual mental model sharedness, was the biggest predictor of the initiation of implicit coordination. Additionally, perceptions of sharedness and actual mental model sharedness interacted with one another, such that teams in mismatched conditions (high perceptions of sharedness but low actual sharedness [false consensus], or low perceptions of sharedness and high actual sharedness, [pluralistic ignorance]) tended to increase their communications. The implications and recommendations for future research on implicit coordination and shared mental models are discussed. Additionally, the implications for operators of unmanned vehicles are also discussed. Ph.D. Department of Psychology Sciences Psychology

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Alavi, Seyyed Babak Education Faculty of Arts &amp Social Sciences UNSW. "A multilevel study of collective efficacy, self-mental models, and collective cognition in university student group activities." Awarded by:University of New South Wales. Education, 2005. http://handle.unsw.edu.au/1959.4/33242.

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The main goal of this study was to identify some determinants of collective efficacy in small groups. A multilevel approach was used to posit hypotheses and research questions relating individual and shared beliefs of collective efficacy to collective cognition activities, task interdependence, self-efficacy for group work, and collective orientation. A two-phase longitudinal design was employed. The sample comprised 270 university students, enrolled in seven courses and involved in 86 work groups in both phases of the study. All groups were required to perform interdependent academic tasks. The results of multiple regression analysis of aggregated variables provided some evidence that the more group members perceived themselves to be interdependent in the early stages of group work and assigned their tasks interdependently during group processes, the more likely they developed high collective efficacy in the final stages of group work. Collective efficacy was also related to the group average of self-efficacy for group work when task interdependence was high. Multilevel analysis was also used. These results showed that variation at the individual level was considerable, and there was significant but relatively little variation at the group level, with small effect sizes, for a few variables including collective efficacy. Structural equation modelling was used to confirm the theoretical framework at the individual level after accounting for group level variation. The results suggested that integration and constructive evaluation of ideas during group processes and self-efficacy for group work may have been determinants of collective efficacy at the individual level. Moreover, collective efficacy at the individual level was related to an interdependent perception of self in relation to other group members. The results suggest that helping group members learn how to evaluate and integrate each other???s ideas during group activities, and perceive themselves to be interdependent may enhance group capabilities for performing tasks. In addition, improving students??? self-efficacy for group work was identified as a key factor, as it may enhance a sense of interdependence among group members, improve the extent to which group members participate in integrating and evaluating ideas, and increase the whole group???s capabilities for performing tasks.

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Bjärnander, Borrman Vanessa. "”Att hela tiden försöka förstå den andre, eller de andras perspektiv för det är där det börjar” : En fallstudie av ett webbutvecklingsteam utifrån ett Shared Mental Model perspektiv." Thesis, Uppsala universitet, Institutionen för informatik och media, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-335670.

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The focus of this study is based on a web development team working within the confines of a Swedish authority. It has been recognized that web development teams are struggling to cooperate and work in high capacity efficiency, mostly due to the nature of the multifarious tasks at hand and their lack of understanding of each respective roles within the team. In lieu of this major downfall, establishing a mental model faceted way of thinking and working may improve effectiveness, communication and collaboration amongst all members of a functioning team. A shared mental model is developed through four stages of cognitive processes; knowing, learning, understanding and executing. The purpose of this study is to examine and show an example of how shared mental models can be developed in an existing web development team. By analyzing two workshop practices, this study aims to answer the following questions: How can workshop practices “visualizing user stories” as well as facilitating “design studio sessions” be used to establish common understanding within the web development team? How can four stages of cognitive processes (knowing, learning, understanding and executing) for developing shared mental models be understood? Participant observation and interviews are among research methods used. The ‘Shared Mental Model’ by Cannon-Bowers et al. (1993) is the primary theoretical framework used here. The results of this study indicate how workshop practices such as visualizing user stories well as conducting design studio sessions contribute to a common understanding due to increased social interaction among team members. The results also indicate that the web development team has been unable to process and exchange relevant information with each other during the initial stages of learning and development due to the lack of team building activities. This, in return affects further development of the shared mental model in the following steps. I denna studie undersöks en svensk myndighets webbutvecklingsteam som i dag arbetar med att göra om myndighetens webbsida vilket inkluderar framtagning av nya gränssnitt och funktioner. I många fall har det visat sig att system- och webbutvecklingsteam har problem med att förhandla fram en gemensam förståelse. Dels på grund av de olika roller som ingår i ett team men även på grund av arbetsuppgifternas komplexitet och struktur. Svårigheter med att kommunicera, koordinera och samarbeta effektivt upplevs vara centralt i system- och webbutvecklingsprojekt. Att utveckla en gemensam förståelse tillika delade mentala modeller (hädanefter DMM, eng. Shared Mental Models) för lag- och uppgiftsarbetet kan förenkla kommunikation, koordination och samarbete inom ett team. Syftet med denna studie är därmed att illustrera ett exempel på hur DMM skulle kunna utvecklas inom ett webbutvecklingsteam. Webbutvecklingsteamet studeras och analyseras utifrån fyra steg av kognitiva processer (vetande, lärande, förståelse och verkställande) som demonstrerar hur DMM utvecklas steg för steg. Uppsatsen ämnar därmed att besvara följande frågor: Hur kan workshoppraktikerna ”visualisering av användarresa” och ”designstudio” bidra till etableringen av den gemensamma förståelsen inom myndighetens webbutvecklingsteam? Hur kan webbutvecklingsteamet förstås utifrån de fyra stegen av kognitiva processer; vetande, lärande, förståelse och verkställande om hur DMM utvecklas? Studien rymmer inom ramen för en fallstudie där deltagande observationer och intervjuer har nyttjats som metoder för insamling av empiriskt material. Teorin om DMM av Cannon-Bowers et al. (1993) är studiens primära teoretiska utgångspunkt. Sammanfattningsvis har studien lett fram till att de två workshoppraktikerna – visualisering av användarresa och designstudio – har bidragit till etablering av den gemensamma förståelsen i det stora hela genom social interaktion. Vidare har studiens resultat visat att webbutvecklingsteamet brister i vetandefasen eftersom teamet inte har utbyt relevant information om sig själva genom team building aktiviteter. Detta påverkar sedermera vidareutvecklingen av DMM i nästkommande steg.

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Bristol, Nikki. "Shared mental models : conceptualisation & measurement." Thesis, University of Nottingham, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417084.

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Vorster, Lize. "Shared mental models as a cultural phenomenon : fact or fiction? Using the card-sorting method to investigate the shared mental models of web users." Thesis, Stellenbosch : University of Stellenbosch, 2006. http://hdl.handle.net/10019.1/1049.

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Assignment (MPhil (Afrikaans and Dutch))--University of Stellenbosch, 2006. ENGLISH ABSTRACT: In this study, the mental models of the target audience of the FACT web site (official Stellenbosch University HIV/Aids web site) were investigated and compared with the structure of the web site (representing the mental model of the expert). The target audience were divided into six groups representing three different race groups (white, coloured and black) and the two sexes (male and female).

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Zeb, Irfan, and Shah Fahad. "The Concept of Mental Models in Co Design." Thesis, Högskolan i Borås, Institutionen Handels- och IT-högskolan, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-16765.

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This study will provide an overview of mental models in teams and the significance of this particular concept for design teams. Researchers have applied the concept of mental models to understand how people perform tasks on the basis of their knowledge, assumptions, predictions and expectation. An overview is also provided on the relation between performance and mental models and their effect on stakeholders. The implications for design field are discussed. Through the study of two organizations in the same industry, the teams are studied in detail for each of these companies and hence leading to the study of mental models of stakeholders. Through the use of interviews, a detailed analysis is done on the team mental models. The mental models of stack holders and their influence on different aspects of company and team performance are discussed in detail. The methodology for the study of mental models is also proposed in the study. The findings are based on the data collected through interviews in both the organizations. The empirical study is designed in such a way that it investigates further the validity of theoretical concepts. Warid is a major telecommunication brand in Pakistan that provides services in all the regions of the country. Ufone is also a well-known telecommunication brand, known for its innovative and creative TVCs (TV commercial). Interviews with the marketing and sales officials of both these organizations provided an insight into the teams behind their advertising/marketing campaigns and the affect of stakeholders’ mental models on the performance and sales of the companies. The comparative analysis between the theoretical and empirical studies suggests that the quality of mental models is affected by diversity in the team, education and experience of the team members. This may be brought in for future research to further verify the effectiveness of mental models for design teams and eventually the whole organization. Finally the implications of our findings are discussed. Program: Magisterutbildning i informatik

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Spicer, David Philip. "Mental models, cognitive style, and organisational learning : the development of shared understanding in organisations." Thesis, University of Plymouth, 2000. http://hdl.handle.net/10026.1/363.

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Organisational learning is seen by many to be a key determinant of organisational performance. This is demonstrated by the growth of the 'learning company' concept (Pedler et al. 1991), and by the suggestion that the ability to learn faster than one's competitors is the only sustainable competitive advantage (DeGeus 1988). Consequently, organisations need to integrate and maximise the knowledge and learning of their individuals, and central to the learning process in firms is an effective means of transferring knowledge and learning between individuals and their organisation as a whole. Mental models (individual and shared) have been postulated as a mechanism through which this occurs (Senge 1990a; Kim 1993; Hayes and Allinson 1998). An individual mental model can be characterised as a simplification or representation of understanding of an idea, notion, process or system which provides the cognitive framework in which that individual's knowledge in respect of that issue is stored, whilst shared (group or organisational) mental models can be characterised as the common elements that exist between individual mental models. Both of these have been theoretically linked with individual and organisational learning. Literature in respect of individual and organisational learning, mental models and a third issue cognitive style is reviewed. Cognitive style represents the way individuals obtain, store and operationalise knowledge, and is included here as it is recognised as potentially affecting how learning and mental models interact (Hayes and Allinson 1998). A research model is posited which integrates key theory in respect of these three concepts, and research undertaken in two phases is presented. Phase One focused upon the representation of individual and shared mental models through semi-structured causal interviews with senior mangers in participant organisations, whilst Phase Two involved organisation wide surveys of these models, aspects of learning and cognitive style. Results obtained suggest that the complexities of an organisation, its environment, learning and mental models all mitigate against the identification of a simple relationship between these constructs. However some of the sources of these complexities are identified and suggested, and it is posited that the progression of work addressing organisational learning would best be served through a case study approach addressing the sources of complexity and effectiveness of learning in relation to specific mental models and within organisations.

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Sperling, Brian Keith. "Information Sharing Strategies To Improve Team Mental Models In Complex Systems." Diss., Georgia Institute of Technology, 2005. http://hdl.handle.net/1853/6975.

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This thesis hypothesizes that providing task specific information to individual team members will improve coordination and decision-making, and therefore team performance, at time critical tasks. Major themes addressed in this research include teams and team processes, mental models, team mental models, work domain analysis, and hierarchical task analysis. Furthermore, the theory behind the development of complementary models is introduced. A unique method to identify the information sources and requirements in a complex team environment is first discussed in general and then specifically applied in two domains. The findings are presented of two experiments examining the effects of imposing different information distribution strategies that range from no complementariness to full complementariness of information. Team communication, team and individual task performance, workload, and timeliness and effectiveness of team decision making were assessed in nominal and off-nominal conditions. The first experiment used an automobile simulator and examined team navigation while driving. A second experiment was designed to incorporate additional measures to more specifically investigate individual performance, team workload, and clarity of information requirements using a UH-60 Black Hawk helicopter simulator. The procedures used for both experiments provided for dynamic yet controlled environments through which critical factors that influence team process and performance could be evaluated accurately. Results of these experiments provide empirical evidence that providing task relevant information to individual team members in a time critical environment, while limiting their access to non-relevant information, improves individual and team performance. Furthermore, there is evidence of increased individual performance that indicates this method of distributing information among team members may provide individual crewmembers with a more accurate task relevant mental model of their own environment. This research provides new insight into how the distribution of information among team members effects the development of mental models, information requirements, team and individual performance, and communications, and highlights several directions for future research. The information distribution design principles presented in this thesis address the heterogeneity of teams; teams cannot be thought of as groups of identical individuals. The results concerning the communication, workload, performance and team of mental models were consistent across the domains in this research.

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Più fonti

Libri sul tema "Shared mental model"

Ready, Jonathan L. Shared Similes in the Homeric Epics. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198802556.003.0006.

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Our Homeric poets strove to display their competence by doing what their predecessors and peers did. To discover the shared similes in the Iliad and the Odyssey, the chapter first reviews the (nearly) verbatim short vehicle portions and similar long vehicle portions found (a) in the Iliad and Odyssey or (b) in the Iliad or Odyssey and in other archaic Greek hexameter poems or lyric poems. The chapter then discusses “scenarios” to get at the mental templates underlying many of our Homeric poets’ vehicle portions, templates that reveal the extent of their use of shared vehicle portions. By linking this model of scenarios with an approach from cognitive linguistics known as Frame Semantics, one can detect the ease with which a Homeric poet learned the scenarios. Our poets’ demonstrations of their use of shared elements also comes to the fore when one examines their similes as two-part equations, each composed of a tenor and a vehicle.

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Spooner, Susan Hauff. ADOPTION OF SHARED LEADERSHIP MANAGEMENT AND HEALTH CARE EMPLOYEES' MENTAL MODELS. 1996.

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Hemmelgarn, Anthony L., and Charles Glisson. Introducing the ARC Organizational Strategies. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455286.003.0004.

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This chapter describes the ARC model of three core strategies for developing effective human service organizations. These include (1) embedding guiding organizational principles, (2) providing organizational component tools for identifying and addressing service barriers, and (3) developing shared mental models. ARC’s strategies provide the tools and the reasoning to guide behaviors and processes among organizational members that ensure improved service quality and outcomes. These strategies are reviewed as part of ARC’s orchestrated and structured process to improve OSC (i.e., the cultures and climates that influence attitudes, decision making and behavior in organizations). The chapter identifies mechanisms of change that highlight the alignment of organizational priorities with the ARC principles, fostering relationships that provide availability, responsiveness, and continuity, as well as developing innovation capacity to adopt new technologies and approaches.

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Svrakic, Dragan M., and Mirjana Divac Jovanovic. The Fragmented Personality. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190884574.001.0001.

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This book pioneers a new model of personality disorder primarily intended to serve mental health professionals, those already in practice and equally those in training. In contrast to the static concepts of mental normalcy and pathology, the presented nosology is dynamic (accounts for the reversibility of mental functioning) and personalized, context- and time sensitive. In a 3D diagnostic cylinder, the coordinates cross match the person’s common level of mental functioning (vertical diagnosis) with his or her behavior style (horizontal diagnosis) at a point in space and a unit of time, giving the clinician precise milestones to monitor changes in diagnosis and progress in therapy. The central problem with persons suffering from personality disorder does not rest in their extreme behaviors but rather underneath the surface, in the fragmented substrate of personality (a core deficit sine qua non shared by all individual variants), while extreme behaviors merely represent variable compensatory strategies. Based on this model, mechanism-based treatments are outlined: reconstructive interpersonal psychotherapy (a novel, integrative, transtheoretical approach which relies on psychoanalytic and humanist traditions) and mechanism-based pharmacotherapy of neurobiological vulnerabilities associated with excessive temperament traits.

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Benning, Tony. Mental Disorder and Transformation. Edited by John R. Peteet, Mary Lynn Dell, and Wai Lun Alan Fung. Oxford University Press, 2018. http://dx.doi.org/10.1093/med/9780190681968.003.0017.

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Throughout history and in all the world’s major faith traditions, it has been noted that conversion and other important spiritual and religious experiences may share or have features that overlap with signs and symptoms of psychiatric illness. William James, especially in The Varieties of Religious Experience, contributed significantly to the understanding of this overlap. The aim of this chapter is to explore the ethical and clinical dilemmas that arise when clinicians attempt to negotiate the seemingly conflicting imperatives of diagnosing on the one hand and of being open to the transformational significance of mental illness on the other. This is achieved by presenting three clinical cases from the author’s community psychiatric practice and analyzing them through the lens of Jonsen’s Four Quadrants Model for ethical case analysis.

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Hemmelgarn, Anthony L., and Charles Glisson. Building Cultures and Climates for Effective Human Services. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455286.001.0001.

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This book explains how organizational culture and climate affect the quality and outcomes of human services and describes the Availability, Responsiveness, and Continuity (ARC) model of organizational effectiveness that the authors developed for improving social service, behavioral health, health care, and other human service organizations. The authors summarize decades of practice and research experience, including organizational improvement efforts, randomized controlled trials, and nationwide studies with hundreds of human services organizations. The book provides a balance between the use of empirical data and applied examples in explaining how human services can be improved. By combining numerous case examples and experiential knowledge with decades of organizational research, readers learn about empirically proven approaches tested in real organizations that are supported with case examples of organizational change. The book explains that creating the organizational social contexts necessary for providing effective services requires three types of organizational strategies. These strategies include organizational tools for identifying and addressing service barriers, principles for aligning organizational priorities to guide improvement, and the development of shared mental models among organizational members to support the principles and tools.

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Fulford, K. W. M., Sarah Dewey, and Malcolm King. Values-Based Involuntary Seclusion and Treatment. Edited by John Z. Sadler, K. W. M. Fulford, and Werdie (C W. ). van Staden. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780198732372.013.28.

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This chapter gives a reflective account of a values-based model of involuntary psychiatric seclusion and treatment (henceforth “involuntary treatment”) adopted in the training materials produced by the UK government to support implementation of its Mental Health Act 2007 and associated Code of Practice. Values-based involuntary treatment supports balanced decision-making on individual cases within a framework of shared Guiding Principles. A critical factor in developing the model was partnership between stakeholders representing the plurality of value perspectives embodied in the Guiding Principles. Values pluralism however has not been widely reflected in practice. Possible reasons for this include a fault-line in values-based practice. This has been focused on individual decision-making whereas the decisive influences on involuntary treatment have turned out to be social and political. Broadening the philosophical resources of values-based practice to include those of political philosophy may contribute to the development of more effective approaches to values-based involuntary treatment.

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Fulford, K. W. M., Lu Duhig, Julie Hankin, Joanna Hicks, and Justine Keeble. Values-Based Assessment in Mental Health. Edited by John Z. Sadler, K. W. M. Fulford, and Werdie (C W. ). van Staden. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780198732372.013.18.

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This chapter describes philosophical and empirical work underpinning recent developments in values-based mental health assessment culminating in the 3 Keys to a Shared Approach, a UK-based project co-produced between service users and providers. Three aspects of values-based mental health assessment are described: person-centered, multidisciplinary, or strengths-based assessment. The central role of values in person-centered assessment is shown through the story of a real (biographically disguised) person and the interpretation of his story drawing on diagnostic manuals such as the DSM. Philosophical value theory suggests that values in psychiatric diagnosis reflect the diversity of our values as unique individuals. This diversity is addressed by values-based practice. The contribution of multidisciplinary teamwork to values-based assessment is then outlined as derived from the Models Project. Finally, the 3 Keys Project is described, concluding by pointing to the wider significance of the Project for mental health practice as a whole.

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Rouse, William B. Computing Possible Futures. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198846420.001.0001.

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This book discusses the use of models and interactive visualizations to explore designs of systems and policies in determining whether such designs would be effective. Executives and senior managers are very interested in what “data analytics” can do for them and, quite recently, what the prospects are for artificial intelligence and machine learning. They want to understand and then invest wisely. They are reasonably skeptical, having experienced overselling and under-delivery. They ask about reasonable and realistic expectations. Their concern is with the futurity of decisions they are currently entertaining. They cannot fully address this concern empirically. Thus, they need some way to make predictions. The problem is that one rarely can predict exactly what will happen, only what might happen. To overcome this limitation, executives can be provided predictions of possible futures and the conditions under which each scenario is likely to emerge. Models can help them to understand these possible futures. Most executives find such candor refreshing, perhaps even liberating. Their job becomes one of imagining and designing a portfolio of possible futures, assisted by interactive computational models. Understanding and managing uncertainty is central to their job. Indeed, doing this better than competitors is a hallmark of success. This book is intended to help them understand what fundamentally needs to be done, why it needs to be done, and how to do it. The hope is that readers will discuss this book and develop a “shared mental model” of computational modeling in the process, which will greatly enhance their chances of success.

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Castle, David J., Peter F. Buckley, and Fiona P. Gaughran. Physical Health and Schizophrenia (Oxford Psychiatry Library). Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780198811688.001.0001.

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The association between mental health and physical health forms the core of this book. While it is recognized that serious mental illnesses such as schizophrenia carry a reduced life expectancy, it is often assumed that suicide is the main cause of this disparity. But in actuality, suicide accounts for no more than a third of the early mortality associated with schizophrenia: the vast majority is due to cardiovascular factors. This book seeks to put this stark fact in context, detailing the extent of cardiovascular risk, sharing information regarding reasons for this excess, and outlining approved approaches for screening for and treatment of such risk factors in people with schizophrenia. As such, this book seeks to inform those caring for people with schizophrenia of these parameters and suggests ways in which they may be addressed, using a holistic model which embraces shared decision-making and which is compatible with the recovery framework. It provides guidance regarding monitoring as well as information about focused interventions that can help ameliorate risk. It also addresses those physical health factors apart from cardiovascular, that add to the burden of ill health amongst people with schizophrenia: pulmonary health, bone health, sexual health, and cancer risk are just some of these. In addition, the book provides patient and carer information material that can be used to try to ensure that all involved have a truly informed role in decision-making about their treatment and that both psychiatric and physical health issues are taken seriously.

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Capitoli di libri sul tema "Shared mental model"

van de Kieft, Iris, Catholijn M. Jonker, and M. Birna van Riemsdijk. "Explaining Negotiation: Obtaining a Shared Mental Model of Preferences." In Lecture Notes in Computer Science, 120–29. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-21827-9_13.

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van Ments, Laila, Jan Treur, Jan Klein, and Peter Roelofsma. "A Computational Network Model for Shared Mental Models in Hospital Operation Rooms." In Brain Informatics, 67–78. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-86993-9_7.

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Gehlert, Sarah J. "Developing a Shared Mental Model in the Context of a Center Initiative." In Strategies for Team Science Success, 401–6. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20992-6_30.

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Zou, Bihai, and Baosheng Zhang. "Strategy for Improving Shared Mental Model in Information Systems Integration Project Based on Knowledge Complementarity." In Advances in Intelligent and Soft Computing, 521–28. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-14880-4_57.

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Fulford, Bill. "Vectors of Best Practice: An Introduction to Part III, Practice." In International Perspectives in Values-Based Mental Health Practice, 129–38. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-47852-0_15.

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AbstractThis chapter introduces Part III of the book. Contributing chapters illustrate the role of a culturally enriched form of values-based practice in building best practice in the design and delivery of contemporary mental health services. Topics covered from the model of values-based practice set out in chapter ‘Surprised by Values: An Introduction to Values-Based Practice and the Use of Personal Narratives in this Book’ include, person-values-centred care, the extended multidisciplinary team, shared clinical decision-making supported by dissensus within frameworks of shared values, and recovery practice. The bottom-line message is that incorporated into values-based practice, cultural values cease to operate as barriers to, and instead become effective vectors of, best practice in mental health.

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Jonker, Catholijn M., M. Birna van Riemsdijk, and Bas Vermeulen. "Shared Mental Models." In Lecture Notes in Computer Science, 132–51. Berlin, Heidelberg: Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-21268-0_8.

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Hanna, Nader, Deborah Richards, and Michael Hitchens. "Evaluating the Impact of the Human-Agent Teamwork Communication Model (HAT-CoM) on the Development of a Shared Mental Model." In Lecture Notes in Computer Science, 453–60. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-44927-7_34.

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Newell, Catherine, and Alan Bain. "Building Shared Mental Models." In Team-Based Collaboration in Higher Education Learning and Teaching, 43–49. Singapore: Springer Singapore, 2018. http://dx.doi.org/10.1007/978-981-13-1855-9_5.

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Ong, Joy, and Low Sui Pheng. "Shared Mental Models Development." In Waste Reduction in Precast Construction, 75–88. Singapore: Springer Singapore, 2020. http://dx.doi.org/10.1007/978-981-15-8799-3_5.

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Yusoff, Nor’ain Mohd, and Siti Salwah Salim. "Shared Mental Model Processing in Visualization Technologies: A Review of Fundamental Concepts and a Guide to Future Research in Human-Computer Interaction." In Lecture Notes in Computer Science, 238–56. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-49044-7_20.

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Atti di convegni sul tema "Shared mental model"

Floodeen, Robert, John Haller, and Brett Tjaden. "Identifying a Shared Mental Model Among Incident Responders." In 2013 Seventh International Conference on lT Security lncident Management and lT Forensics (IMF). IEEE, 2013. http://dx.doi.org/10.1109/imf.2013.21.

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He, Miao, Haoli Chang, and Haicheng Yang. "Evolvable shared mental model for Complex Product collaborative innovative design." In Conceptual Design (CAID/CD). IEEE, 2008. http://dx.doi.org/10.1109/caidcd.2008.4730627.

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Ling, Han-Chang, Chao-Tung Wen, and Hsueh-Liang Fan. "Unpacking the developmental process of the shared mental model between technologists and artists." In 2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2015. http://dx.doi.org/10.1109/ieem.2015.7385718.

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Kwon, Sukjin. "The effects of knowledge awareness on peer interaction and shared mental model in CSCL." In the 8th iternational conference. Morristown, NJ, USA: Association for Computational Linguistics, 2007. http://dx.doi.org/10.3115/1599600.1599765.

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Wang, Yujie, and Guoliang Liu. "Research on Relationships Model of Organization Communication Performance of the Construction Project Based on Shared Mental Model." In 2009 International Conference on Information Management, Innovation Management and Industrial Engineering. IEEE, 2009. http://dx.doi.org/10.1109/iciii.2009.57.

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Chi, Xiaopeng. "Research on the Application of Shared mental Model in College Sports Associations to Enhance Teamwork." In 2020 International Conference on Artificial Intelligence and Education (ICAIE). IEEE, 2020. http://dx.doi.org/10.1109/icaie50891.2020.00110.

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Thomas, Dominic, and Robert Bostrom. "The Role of a Shared Mental Model of Collaboration Technology in Facilitating Knowledge Work in Virtual Teams." In 2007 40th Annual Hawaii International Conference on System Sciences (HICSS'07). IEEE, 2007. http://dx.doi.org/10.1109/hicss.2007.552.

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Yin, Xiangzhou, Dan Xiong, and Jiating Kou. "Research on the Influence of Senior Management Team Structure on Team Performance From the Perspective of Shared Mental Model." In Proceedings of the 4th International Conference on Economy, Judicature, Administration and Humanitarian Projects (JAHP 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/jahp-19.2019.118.

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Carpenter, Sandra, Julie L. Fortune, Harry S. Delugach, Letha H. Etzkorn, Dawn R. Utley, Phillip A. Farrington, and Shamsnaz Virani. "Studying team shared mental models." In the 3rd International Conference. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1479190.1479197.

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Yu Zhang. "Role-based shared mental models." In 2008 International Symposium on Collaborative Technologies and Systems (CTS). IEEE, 2008. http://dx.doi.org/10.1109/cts.2008.4543960.

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Rapporti di organizzazioni sul tema "Shared mental model"

Shobe, Katharine K., Stephen M. Fiore, and Walter Carr. Development of Shared Mental Models for Submarine Officers. Fort Belvoir, VA: Defense Technical Information Center, July 2004. http://dx.doi.org/10.21236/ada427805.

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Knouse, Stephen B. Diversity and Shared Team Mental Models in the Military. Fort Belvoir, VA: Defense Technical Information Center, January 2001. http://dx.doi.org/10.21236/ada403424.

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McComb, Sara. Exploring the Content of Shared Mental Models in Project Teams. Fort Belvoir, VA: Defense Technical Information Center, September 2005. http://dx.doi.org/10.21236/ada443206.

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Sterling, Bruce S., and Cheryl A. Burns. Battle Command Teams' Workload, Situational Understanding, and Shared Mental Models at Unit of Employment, Unit of Action, and Combined Arms Battalion Levels. Fort Belvoir, VA: Defense Technical Information Center, April 2005. http://dx.doi.org/10.21236/ada434019.

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McKenna, Patrick, and Mark Evans. Emergency Relief and complex service delivery: Towards better outcomes. Queensland University of Technology, June 2021. http://dx.doi.org/10.5204/rep.eprints.211133.

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Emergency Relief (ER) is a Department of Social Services (DSS) funded program, delivered by 197 community organisations (ER Providers) across Australia, to assist people facing a financial crisis with financial/material aid and referrals to other support programs. ER has been playing this important role in Australian communities since 1979. Without ER, more people living in Australia who experience a financial crisis might face further harm such as crippling debt or homelessness. The Emergency Relief National Coordination Group (NCG) was established in April 2020 at the start of the COVID-19 pandemic to advise the Minister for Families and Social Services on the implementation of ER. To inform its advice to the Minister, the NCG partnered with the Institute for Governance at the University of Canberra to conduct research to understand the issues and challenges faced by ER Providers and Service Users in local contexts across Australia. The research involved a desktop review of the existing literature on ER service provision, a large survey which all Commonwealth ER Providers were invited to participate in (and 122 responses were received), interviews with a purposive sample of 18 ER Providers, and the development of a program logic and theory of change for the Commonwealth ER program to assess progress. The surveys and interviews focussed on ER Provider perceptions of the strengths, weaknesses, future challenges, and areas of improvement for current ER provision. The trend of increasing case complexity, the effectiveness of ER service delivery models in achieving outcomes for Service Users, and the significance of volunteering in the sector were investigated. Separately, an evaluation of the performance of the NCG was conducted and a summary of the evaluation is provided as an appendix to this report. Several themes emerged from the review of the existing literature such as service delivery shortcomings in dealing with case complexity, the effectiveness of case management, and repeat requests for service. Interviews with ER workers and Service Users found that an uplift in workforce capability was required to deal with increasing case complexity, leading to recommendations for more training and service standards. Several service evaluations found that ER delivered with case management led to high Service User satisfaction, played an integral role in transforming the lives of people with complex needs, and lowered repeat requests for service. A large longitudinal quantitative study revealed that more time spent with participants substantially decreased the number of repeat requests for service; and, given that repeat requests for service can be an indicator of entrenched poverty, not accessing further services is likely to suggest improvement. The interviews identified the main strengths of ER to be the rapid response and flexible use of funds to stabilise crisis situations and connect people to other supports through strong local networks. Service Users trusted the system because of these strengths, and ER was often an access point to holistic support. There were three main weaknesses identified. First, funding contracts were too short and did not cover the full costs of the program—in particular, case management for complex cases. Second, many Service Users were dependent on ER which was inconsistent with the definition and intent of the program. Third, there was inconsistency in the level of service received by Service Users in different geographic locations. These weaknesses can be improved upon with a joined-up approach featuring co-design and collaborative governance, leading to the successful commissioning of social services. The survey confirmed that volunteers were significant for ER, making up 92% of all workers and 51% of all hours worked in respondent ER programs. Of the 122 respondents, volunteers amounted to 554 full-time equivalents, a contribution valued at $39.4 million. In total there were 8,316 volunteers working in the 122 respondent ER programs. The sector can support and upskill these volunteers (and employees in addition) by developing scalable training solutions such as online training modules, updating ER service standards, and engaging in collaborative learning arrangements where large and small ER Providers share resources. More engagement with peak bodies such as Volunteering Australia might also assist the sector to improve the focus on volunteer engagement. Integrated services achieve better outcomes for complex ER cases—97% of survey respondents either agreed or strongly agreed this was the case. The research identified the dimensions of service integration most relevant to ER Providers to be case management, referrals, the breadth of services offered internally, co-location with interrelated service providers, an established network of support, workforce capability, and Service User engagement. Providers can individually focus on increasing the level of service integration for their ER program to improve their ability to deal with complex cases, which are clearly on the rise. At the system level, a more joined-up approach can also improve service integration across Australia. The key dimensions of this finding are discussed next in more detail. Case management is key for achieving Service User outcomes for complex cases—89% of survey respondents either agreed or strongly agreed this was the case. Interviewees most frequently said they would provide more case management if they could change their service model. Case management allows for more time spent with the Service User, follow up with referral partners, and a higher level of expertise in service delivery to support complex cases. Of course, it is a costly model and not currently funded for all Service Users through ER. Where case management is not available as part of ER, it might be available through a related service that is part of a network of support. Where possible, ER Providers should facilitate access to case management for Service Users who would benefit. At a system level, ER models with a greater component of case management could be implemented as test cases. Referral systems are also key for achieving Service User outcomes, which is reflected in the ER Program Logic presented on page 31. The survey and interview data show that referrals within an integrated service (internal) or in a service hub (co-located) are most effective. Where this is not possible, warm referrals within a trusted network of support are more effective than cold referrals leading to higher take-up and beneficial Service User outcomes. However, cold referrals are most common, pointing to a weakness in ER referral systems. This is because ER Providers do not operate or co-locate with interrelated services in many cases, nor do they have the case management capacity to provide warm referrals in many other cases. For mental illness support, which interviewees identified as one of the most difficult issues to deal with, ER Providers offer an integrated service only 23% of the time, warm referrals 34% of the time, and cold referrals 43% of the time. A focus on referral systems at the individual ER Provider level, and system level through a joined-up approach, might lead to better outcomes for Service Users. The program logic and theory of change for ER have been documented with input from the research findings and included in Section 4.3 on page 31. These show that ER helps people facing a financial crisis to meet their immediate needs, avoid further harm, and access a path to recovery. The research demonstrates that ER is fundamental to supporting vulnerable people in Australia and should therefore continue to be funded by government.

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