Analyzing shared and team mental models

In recent years, there has been a resurgence of interest in the notion of s hared cognition. Subsequent to this interest, two similar yet distinct conc epts have emerged: 'shared mental models' and 'team mental models'. A 'shar ed mental model' can be described as the extent to which a dyad of individu als possesses a similar cognitive representation of some situation or pheno menon. The notion of 'team mental model', is distinct from that of a shared mental model in that it refers to shared cognition in a team as a collecti vity, not shared cognition among dyads of individuals, which the alternativ e phrase 'shared mental models' does allow. While a number of techniques ha ve been developed to measure mental model similarity dyadically, appropriat e measures of team mental models have eluded researchers. This issue presen ts a problem for the evolution of the team mental model concept in psycholo gy and the establishment of its validity, for example, as a predictor of te am performance. The primary aim of the current paper was to describe the ap plication of randomization tests as a new method for measuring mental model similarity at the team level, that is the measurement of team mental model s. A secondary aim was to apply this technique to examine team mental model s (of team functioning) in shop floor teams and shared mental models (of te am functioning) among shop floor team members, teamwork 'experts' and manag ers. The advantages and disadvantages of the technique are discussed.