A quantitative study of shared mental models effect on performance in high-intensity teams.
| dc.contributor.advisor | Kaul, Corina R., 1969- | |
| dc.creator | Hedrick, Robby, 1981- | |
| dc.date.accessioned | 2024-07-17T14:01:14Z | |
| dc.date.available | 2024-07-17T14:01:14Z | |
| dc.date.created | 2023-08 | |
| dc.date.issued | 2023-08 | |
| dc.date.submitted | August 2023 | |
| dc.date.updated | 2024-07-17T14:01:14Z | |
| dc.description.abstract | Many organizations depend on teams for operational success and for good reason. Teams allow us to accomplish more than any individual could do alone. However, not all teams perform at an optimal level. In the absence of shared mental models or an underdeveloped shared mental model performance has been demonstrated to suffer. This is also true for high-intensity teams, the ones that work under duress, ambiguous scenarios, time-sensitive environments, and often the threat of fatal consequences. When these teams are called upon, we need them to be at their best and in peak performance. Training is one way to achieve this level of constructive collaboration by developing shared mental models. This research used a quantitative methodology to determine the effect of participating in a hostage retrieval exercise for a Northeastern Oklahoma SWAT team had on their shared mental model. By administering the survey developed by Johnson et al. (2007) that broke down shared mental models into five factors (general team and task knowledge, general task and communication skills, attitude toward task and teammates, team dynamics and interactions, and team resources and working environment) to the team prior to training and then post-training to the team members, I was able to see if the shared mental model showed a statistically significant increase for the original pairs. I then randomized those members and paired up team members who do not typically work together and once again administered the survey prior to training and then post-training. I found a statistically significant growth on all five factors of shared mental model framework in the original pairs. Although the mixed pairs did experience growth in all five factors, only two of them were found to be statistically significant. The factors with the statistically significant growth were general task and team knowledge and team dynamics and interactions. | |
| dc.format.mimetype | application/pdf | |
| dc.identifier.uri | ||
| dc.identifier.uri | https://hdl.handle.net/2104/12794 | |
| dc.language.iso | English | |
| dc.rights.accessrights | Worldwide access | |
| dc.title | A quantitative study of shared mental models effect on performance in high-intensity teams. | |
| dc.type | Thesis | |
| dc.type.material | text | |
| thesis.degree.department | Baylor University. Dept. of Curriculum & Instruction. | |
| thesis.degree.grantor | Baylor University | |
| thesis.degree.name | Ed.D. | |
| thesis.degree.program | Learning & Organizational Change | |
| thesis.degree.school | Baylor University |
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