Distinction entre la compréhension partagée et la conscience situationnelle d'équipe : une revue systématique de littérature

L’assimilation correcte de la compréhension partagée (CP) et la conscience situationnelle d’équipe (CSÉ) est fondamentale au sein des environnements organisationnels. Étant donné leur importance, ces deux notions sont largement abordées dans la littérature. Plusieurs travaux étudient la CSÉ et la CP en profondeur, car elles sont considérées comme des piliers dans le processus de prise de décision. Cependant, il existe un manque de synthèse sur l’évolution de ces notions, ce qui les rend difficiles à cerner et à mettre en oeuvre ou même à développer davantage. Aussi, très peu de ces études ont réfléchi aux différences entre la CP et la CSÉ, ce qui pose la question du choix de l’utilisation pertinente de l’une ou l’autre pour traiter une situation de prise de décision donnée. Ainsi cette étude réalise une revue de littérature systématique pour retracer l’évolution au fil du temps des notions de compréhension partagée et de conscience situationnelle d’équipe et pour montrer notamment en quoi elles se ressemblent et en quoi elles diffèrent. En premier lieu, les principaux auteurs qui ont contribué à l’évolution des deux notions séparément ont été déterminés et leurs principales contributions ont été présentées. Puis une comparaison de la CP et de la CSÉ a été réalisée à travers le croisement des différentes définitions des deux blocs. Ce croisement a eu lieu grâce à l’utilisation des éléments récurrents relevés pendant l’analyse exhaustive qui peut être perçue à l’annexe. La synthèse qui en résulte fournit aux lecteurs une vision sur les points d’accord et de discorde existant dans la littérature concernant la CSÉ et la CP. Ainsi, d’une part, cette recherche vise à combler le manque de littérature qui concerne le schema d’évolution de la CP et la CSÉ et en tire profondément sa pertinence. Et d’autre part, les divergences et similitudes identifiées apportent une valeur ajoutée pour les chercheurs en exposant des pistes de recherche future qui méritent d'être explorées

A Project Management Model Based on Shared Understanding

Traditionally in industrial system development, the total project is decomposed into phases. The result from one phase, normally a document or a system component, is passed to the phase(s) to follow. The deliverables from the "phases" are often prescribed in standards or corporate guidelines. This metaphor, where understanding is packaged into documents, has been a cornerstone for our educational systems as well as for organizing engineering or social development projects. It is assumed that the understanding once achieved by the author(s) of the document will be transferred to its reader(s). In three longitudinal case studies of industrial development projects, a new view has evolved. The analysis team develops a capability to answer questions occurring on the fly, rather than writing down answers to initially stated issues. Our aim is to define a model based upon developing and making available shared understanding. The paper presents a survey of the case studies. In a fourth project an embryo of the new system development model is being applied and evaluated

A Project Management Model Based on Shared Understanding

Abstrac

A Project Management Model Based on Shared Understanding

Abstrac

A Project Management Model Based on Shared Understanding

Traditionally in industrial system development, the total project is decomposed into phases. The result from one phase, normally a document or a system component, is passed to the phase(s) to follow. The deliverables from the "phases" are often prescribed in standards or corporate guidelines. This metaphor, where understanding is packaged into documents, has been a cornerstone for our educational systems as well as for organizing engineering or social development projects. It is assumed that the understanding once achieved by the author(s) of the document will be transferred to its reader(s). In three longitudinal case studies of industrial development projects, a new view has evolved. The analysis team develops a capability to answer questions occurring on the fly, rather than writing down answers to initially stated issues. Our aim is to define a model based upon developing and making available shared understanding. The paper presents a survey of the case studies. In a fourth project an embryo of the new system development model is being applied and evaluated

A Project Management Model Based on Shared Understanding

Traditionally in industrial system development, the total project is decomposed into phases. The result from one phase, normally a document or a system component, is passed to the phase(s) to follow. The deliverables from the "phases " are often prescribed in standards or corporate guidelines. This metaphor, where understanding is packaged into documents, has been a cornerstone for our educational systems as well as for organizing engineering or social development projects. It is assumed that the understanding once achieved by the author(s) of the document will be transferred to its reader(s). In three longitudinal case studies of industrial development projects, a new view has evolved. The analysis team develops a capability to answer questions occurring on the fly, rather than writing down answers to initially stated issues. Our aim is to define a model based upon developing and making available shared understanding. The paper presents a survey of the case studies. In a fourth project an embryo of the new system development model is being applied and evaluated. 1