Measuring teamwork mental models to support training needs assessment, development, and evaluation: two empirical studies†

TLDR

The present paper reports data from two studies that utilized a card‑sorting approach to measuring mental model similarity in naturalistic training environments. The study aimed to test whether a computer‑based training strategy could develop teamwork mental models that align more closely with an empirically derived expert model. The second study employed a computer‑based training intervention and used card sorting to assess changes in mental model similarity. Results showed that higher‑ranking and more experienced personnel possessed mental models more similar to the expert model, and that the computer‑based training improved similarity to the expert model, to other trainees, and consistency. © 2001 John Wiley & Sons, Ltd.

Abstract

Abstract The present paper reports data from two studies that utilized a card sorting approach to measuring mental model similarity in naturalistic training environments. Results from the first study indicated that higher ranking navy personnel held mental models of teamwork that were more similar to an empirically derived model of expert team performance than lower ranking personnel. Furthermore, comparisons of mental model similarity within groups of high and low ranking trainees and within groups of high and low experience trainees indicated greater similarity between those of higher rank and between those with greater experience. The second study tested the effects of a computer‐based training (CBT) strategy that was designed to develop teamwork mental models that were more similar to the ‘expert model’ described in Study 1. Using the same card sorting approach, positive training effects were demonstrated on similarity to the expert model, similarity to other trainees, and consistency. Copyright © 2001 John Wiley & Sons, Ltd.