Effects of two types of intra-team feedback on developing a shared mental model in command & control teams

P.C. Rasker*, W.M. Post, J.M.C. Schraagen

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

70 Citations (Scopus)

Abstract

In two studies, the effect of two types of intra-team feedback on developing a shared mental model in Command & Control teams was investigated. A distinction is made between performance monitoring and team self-correction. Performance monitoring is the ability of team members to monitor each other's task execution and give feedback during task execution. Team self-correction is the process in which team members engage in evaluating their performance and in determining their strategies after task execution. In two experiments the opportunity to engage in performance monitoring, respectively team selfcorrection, was varied systematically. Both performance monitoring as well as team self-correction appeared beneficial in the improvement of team performance. Teams that had the opportunity to engage in performance monitoring, however, performed better than teams that had the opportunity to engage in team self-correction.

Original languageEnglish
Pages (from-to)1167-1189
Number of pages23
JournalErgonomics
Volume43
Issue number8
DOIs
Publication statusPublished - 1 Aug 2000
Externally publishedYes

Keywords

  • Command and Control
  • Communication
  • Coordination
  • Intra-team feedback
  • Performance monitoring
  • Shared mental model
  • Team self-correction
  • Teams

Fingerprint Dive into the research topics of 'Effects of two types of intra-team feedback on developing a shared mental model in command & control teams'. Together they form a unique fingerprint.

  • Cite this