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The current study draws on work in the areas of team adaptation, team compilation, and small groups as complex systems to predict and test relationships between time, taskwork team mental models, team action patterns, and team effectiveness. Three-person teams performed 9 scenarios of a firefighting simulation distributed over 3 days with discontinuous task changes introduced in the fourth and seventh scenarios (N = 41 teams; 123 individuals). We applied pattern detection algorithm software to the behavioral data to identify emergent performative patterns in the team members’ task-oriented actions. We also used discontinuous growth modeling to track the development of these team action patterns and their dynamic relation to team effectiveness. The results indicate that pattern emergence increased over time. This was particularly true for teams with similar taskwork mental models, and these teams also showed a more acute decrease in action patterns after a task change. In addition, team action patterns became increasingly positively related to team effectiveness over time, but this effect was reset after the occurrence of a task change. Overall, our research provides practical guidance to managers by illustrating the value of teams having highly shared taskwork team mental models and of enhancing the effects of teams’ action patterns on team adaptive outcomes.
Journal Article
Coordinated Exploration: Organizing Joint Search by Multiple Specialists to Overcome Mutual Confusion and Joint Myopia
In this paper, we use an agent-based simulation model to investigate how coordinated exploration by multiple specialists, as in new product development, is different from individual search. We find that coordinated exploration is subject to two pathologies not present in unitary search: mutual confusion and joint myopia. In joint search, feedback to one agent's actions is confounded by the actions of the other agent. Search therefore leads to increasing mutual confusion because agents are unable to learn from feedback to correct their faulty mental models of the search space. Incorrect beliefs held by one agent lead to mistakes, and because it is unclear which agent was wrong, this confuses the other agent, either into revising (correct) beliefs or holding on to (incorrect) beliefs. Sharing knowledge aligns specialists' mental models and counters mutual confusion by inducing coordination around particular search regions. Yet that very effort increases joint myopia, as agents prematurely reinforce each other into choosing from an increasingly narrow portion of the search space. In the extreme, high levels of shared knowledge induce agents to abandon their distinct search approach in favor of a lower common denominator. In coordinated exploration, increasing coordination efforts (such as by increasing communication) reduces mutual confusion but simultaneously increases joint myopia. Efforts to reduce joint myopia, such as by slow learning or lower levels of knowledge transfer, however, automatically increase mutual confusion. As modeled in our simulation, successful joint search needs to balance these two effects. Our results suggest that because unitary-searcher models abstract from epistemic interdependence, their predictions are potentially misleading for coordinated exploration.
Journal Article
Taking mental models seriously: institutions, entrepreneurship, and the mediating role of socio-cognitive traits
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 SummaryPro-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.
Journal Article
Team learning: building shared mental models
To gain insight in the social processes that underlie knowledge sharing in teams, this article questions which team learning behaviors lead to the construction of a shared mental model. Additionally, it explores how the development of shared mental models mediates the relation between team learning behaviors and team effectiveness. Analyses were performed on student-teams engaged in a business simulation game. The measurement of shared mental models was based on cognitive mapping techniques. The results indicate that a team learning perspective provides insight in how people share knowledge. Particularly the team learning behaviors identified as co-construction and constructive conflict are related to the development of shared mental models. In addition, a shared mental model of the task environment in a team leads to improved performance. This underscores the importance of developing shared cognition in teamwork.
Journal Article
Nature and Nurture in Mental Disorders
Over the last two decades, spurred particularly by the decoding of the genome, neuroscience has advanced to become the primary basis of clinical psychiatry, even as environmental risk factors for mental disorders have been deemphasized. In this thoroughly revised, second edition of Nature and Nurture in Mental Disorders, the author argues that an overreliance on biology at the expense of environment has been detrimental to the field -- that, in fact, the \"nature versus nurture\" dichotomy is unnecessary. Instead, he posits a biopsychosocial model that acknowledges the role an individual's predisposing genetic factors, interacting with environmental stressors, play in the etiology of many mental disorders. The first several chapters of the book provide an overview of the theories that affect the study of genes, the environment, and their interaction, examining what the empirical evidence has revealed about each of these issues. Subsequent chapters apply the integrated model to a variety of disorders, reviewing the evidence on how genes and environment interact to shape disorders including: • Depressive disorders• PTSD• Neurodevelopmental disorders• Eating disorders• Personality disorders By rejecting both biological and psychosocial reductionism in favor of an interactive model, Nature and Nurture in Mental Disorders offers practicing clinicians a path toward a more flexible, effective treatment model. And where controversy or debate still exist, an extensive reference list provided at the end of the book, updated for this edition to reflect the most current literature, encourages further study and exploration.
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