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Improving team decision‐making performance with collaborative modeling

Arthur B. Jeffery (Department of Management, University of South Alabama, Mobile Alabama, USA)
Jeanne D. Maes (Department of Management, University of South Alabama, Mobile Alabama, USA)
Mary F. Bratton‐Jeffery (Headquarters, US Navy Education and Training Command, NAS Pensacola, Florida, USA)

Team Performance Management

ISSN: 1352-7592

Article publication date: 1 January 2005

6847

Abstract

Purpose

This article aims to examine considerations and strategies for improving team performance in decision‐making by teaching teams to use collaborative modeling based on team mental models.

Design/methodology/approach

The article describes the nature of shared mental models and collaborative modeling, the potential effects of collaborative modeling on team performance, and a perspective on communication imperatives that facilitate collaborative modeling. The articles builds upon this information to suggest five imperatives for teams to help them develop collaborative modeling skills

Findings

The article offers strategies in the form of five imperatives for teams to observe in order to build skills in collaborative modeling and improve team performance by improving team members’ ability to effect collaborative modeling to accomplish team tasks and goals.

Originality/value

Research over the years in mental modeling and communication has created a powerful argument that effective communication and shared mental models improves team performance. However there is little about application of this concept in the literature. The next step for researchers is to develop application models for collaborative modeling and test those models through empirical research. This paper offers an application model based on imperatives to be observed by decision‐making teams in order to facilitate the creation of shared mental models of team tasks and processes.

Keywords

Citation

Jeffery, A.B., Maes, J.D. and Bratton‐Jeffery, M.F. (2005), "Improving team decision‐making performance with collaborative modeling", Team Performance Management, Vol. 11 No. 1/2, pp. 40-50. https://doi.org/10.1108/13527590510584311

Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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