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Small Group Research
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Guided Team Self-Correction

Impacts on Team Mental Models, Processes, and Effectiveness

Kimberly A. Smith-Jentsch

University of Central Florida, kjentsch{at}mail.ucf.edu

Janis A. Cannon-Bowers

University of Central Florida

Scott I. Tannenbaum

Group for Organizational Effectiveness

Eduardo Salas

University of Central Florida

This research investigated the effects of guided team self-correction using an empirically derived expert model of teamwork as the organizing framework. First, the authors describe the process used to define this model. Second, they report findings from two studies in which the expert model was used to structure the process of guided team self-correction. Participants were U.S. Navy command and control teams (25 in Study 1, 13 in Study 2). Results indicated that teams debriefed using the expert model-driven guided team self-correction approach developed more accurate mental models of teamwork (Study 1) and demonstrated greater teamwork processes and more effective outcomes (Study 2) than did teams debriefed using a less participative and chronologically organized approach that is more typical for these teams.

Key Words: teams • mental models • guided team self-correction • debriefs • training • teamwork • team dimensional training

Small Group Research, Vol. 39, No. 3, 303-327 (2008)
DOI: 10.1177/1046496408317794
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 Human Factors: The Journal of the Human Factors and Ergonomics SocietyHome page
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[Abstract] [PDF]