The AtollGame Experience: from Knowledge Engineering to a Computer-Assisted Role Playing Game

This paper presents the methodology developed to collect, understand and merge viewpoints coming from different stakeholders in order to build a shared and formal representation of the studied system dealing with groundwater management in the low-lying atoll of Tarawa (Republic of Kiribati). The methodology relies on three successive stages. First, a Global Targeted Appraisal focuses on social group leaders in order to collect different standpoints and their articulated mental models. These collective models are partly validated through Individual Activities Surveys focusing on behavioural patterns of individual islanders. Then, these models are merged into a single conceptual one using qualitative analysis software. This conceptual model is further simplified in order to create a computer-assisted role-playing game.Knowledge Elicitation, Associative Network, Ontology, Water Management, Pacific, Tarawa

On the Same Page: The Value of Paid and Volunteer Leaders Sharing Mental Models in Churches

We examine the idea that mental models shared among paid and volun- teer leaders are associated with improved financial performance in non- profit organizations. Our empirical analysis of thirty-seven churches yields evidence that organizations are more effective if paid and volunteer leaders have a shared task mental model—that is, if they report similar conceptual- izations of organizational goals and decision-making processes. These find- ings suggest that the extent of leaders’ agreement on organizational goals and the processes of how decisions are made matter for organizational per- formance. We argue that it is as important to ensure that everyone is on the same page with regard to goals and how decisions are made as it is to have the “right” goals or right decision processes in place. Implications for prac- tice and future research on shared mental models are discussed

Team Learning: A Theoretical Integration and Review

With the increasing emphasis on work teams as the primary architecture of organizational structure, scholars have begun to focus attention on team learning, the processes that support it, and the important outcomes that depend on it. Although the literature addressing learning in teams is broad, it is also messy and fraught with conceptual confusion. This chapter presents a theoretical integration and review. The goal is to organize theory and research on team learning, identify actionable frameworks and findings, and emphasize promising targets for future research. We emphasize three theoretical foci in our examination of team learning, treating it as multilevel (individual and team, not individual or team), dynamic (iterative and progressive; a process not an outcome), and emergent (outcomes of team learning can manifest in different ways over time). The integrative theoretical heuristic distinguishes team learning process theories, supporting emergent states, team knowledge representations, and respective influences on team performance and effectiveness. Promising directions for theory development and research are discussed

Underlying Conceptual Frameworks Used to Understand Mental Health by Disabled Members of UK General Public

This research explores how disabled members of the general public understand mental health and it’s causes, from the perspective of public mental health (PMH) and the social determinants (SDH). All participants self-identified as disabled based upon diagnosis received from healthcare professionals. Existing research into PMH and SDH does not distinguish mental from physical health. This qualitative research into health generally suggests the public have complex understandings of structural causes. Psychological research does examine mental health independently but does not incorporate structural explanations. It is therefore unclear as to how the public conceptualise mental health, its causes or what influences different frameworks being drawn upon. Within SDH research, lived experiences and many social locations have been excluded, included disability. The current research utilised qualitative interview methodology and thematic analysis to examine how disabled members of the public conceptualise mental health, its causes, and what processes influence different models being drawn upon. Four themes were constructed. The first regarded the impact of the language of health. The second identified that ‘mental health’ was conceptualised through social norm violation. The third incorporated the participants negotiation of labelling using psychiatric diagnosis and social categories. The final theme included different causal models of mental health, namely individualised, embodied causes relating to physical disabilities, oppressive ideologies and institutions. There were many complexities to this research, including the multiple definitions and meanings of disability with their corresponding epistemological stance, multiple ideological frameworks that influence the SDH and difficulties with utilising an intersectional lens. Exploring these themes whilst conducting the research has raised more questions than answers, and as such it has been challenging to draw concrete conclusions. Despite this, I have suggested that future research considers the role of emotional processes in influencing which conceptual models are drawn upon at different times, and have I tentatively suggested potential priorities for PMH. Firstly, to work with the public to develop a shared language for different conceptualisations of mental health, causal models and social locations. Secondly, before work can begin on primary prevention, I would suggest that PMH may work with public services including health and social care and the police to minimise iatrogenic harm that serves to perpetuate the unequal access to resources by marginalised groups who experience health inequalities

US/UK Mental Models of Planning: The Relationship Between Plan Detail and Plan Quality

This paper presents the results of a research study applying a new cultural analysis method to capture commonalities and differences between US and UK mental models of operational planning. The results demonstrate the existence of fundamental differences between the way US and UK planners think about what it means to have a high quality plan. Specifically, the present study captures differences in how US and UK planners conceptualize plan quality. Explicit models of cultural differences in conceptions of plan quality are useful for establishing performance metrics for multinational planning teams. This paper discusses the prospects of enabling automatic evaluation of multinational team performance by combining recent advances in cultural modelling with enhanced ontology languages

Common vocabularies for collective intelligence - work in progress

Web based applications and tools offer a great potential to increase the efficiency of information flow and communication among different agents during emergencies. Among the different factors, technical and non technical, that hinder the integration of an information model in emergency management sector, is a lack of a common, shared vocabulary. This paper furthers previous work in the area of ontology development, and presents a summary and overview of the goal, process and methodology to construct a shared set of metadata that can be used to map existing vocabulary. This paper is a work in progress report

Team Learning, Development, and Adaptation

[Excerpt] Our purpose is to explore conceptually these themes centered on team learning, development, and adaptation. We note at the onset that this chapter is not a comprehensive review of the literature. Indeed, solid conceptual and empirical work on these themes are sparse relative to the vast amount of work on team effectiveness more generally, and therefore a thematic set of topics that are ripe for conceptual development and integration. We draw on an ongoing stream of theory development and research in these areas to integrate and sculpt a distinct perspective on team learning, development, and adaptation

Strengthening group decision making within shared governance: a case study

Shared governance is an approach to empowering nurses and other health care workers to have authority for decisions concerning their practice. Commonly, visible definers of shared governance are groups of workers known as ‘councils’ whose membership works collectively to realise a shared goal. The literature is replete with rhetoric as to the benefits of shared governance yet the evidence base concerning shared governance and especially decision-making within shared governance is scant. This paper presents a case study of group decision-making within a UK shared governance council model. The evidence which informs the case study is drawn from a doctoral action-research study to strengthen decision-making within the model. Eight key factors affecting decision-making and four supportive conditions are presented and incorporated into a conceptual model. Within the case study, presence of these factors was found to be necessary but not sufficient to enhance decision-making. Factors included having a clear issue, clear aim, fitting issue, manageable issue, size, lead person allocated, level of authority, background information, key informant/s, a mechanism for evaluation, adequately skilled members, support/guidance and sufficient/appropriate membership. Aspects of group decision-making processes are highlighted and compared with established management, shared governance and group dynamics theory

Case studies of mental models in home heat control: searching for feedback, valve, timer and switch theories

An intergroup case study was undertaken to determine if: 1) There exist distinct mental models of home heating function, that differ significantly from the actual functioning of UK heating systems; and 2) Mental models of thermostat function can be categorized according to Kempton’s (1986) valve and feedback shared theories, and others from the literature. Distinct, inaccurate mental models of the heating system, as well as thermostat devices in isolation, were described. It was possible to categorise thermostat models by Kempton’s (1986) feedback shared theory, but other theories proved ambiguous. Alternate control devices could be categorized by Timer (Norman, 2002) and Switch (Peffer et al., 2011) theories. The need to consider the mental models of the heating system in terms of an integrated set of control devices, and to consider user’s goals and expectations of the system benefit, was highlighted. The value of discovering shared theories, and understanding user mental models, of home heating, are discussed with reference to their present day relevance for reducing energy consumption

Cohesion, team mental models, and collective efficacy: Towards an integrated framework of team dynamics in sport

A nomological network on team dynamics in sports consisting of a multi-framework perspective is introduced and tested. The aim was to explore the interrelationship among cohesion, team mental models (TMM), collective-efficacy (CE), and perceived performance potential (PPP). Three hundred and forty college-aged soccer players representing 17 different teams (8 female and 9 male) participated in the study. They responded to surveys on team cohesion, TMM, CE and PPP. Results are congruent with the theoretical conceptualization of a parsimonious view of team dynamics in sports. Specifically, cohesion was found to be an exogenous variable predicting both TMM and CE beliefs. TMM and CE were correlated and predicted PPP, which in turn accounted for 59% of the variance of objective performance scores as measured by teams’ season record. From a theoretical standpoint, findings resulted in a parsimonious view of team dynamics, which may represent an initial step towards clarifying the epistemological roots and nomological network of various team-level properties. From an applied standpoint, results suggest that team expertise starts with the establishment of team cohesion. Following the establishment of cohesiveness, teammates are able to advance team-related schemas and a collective sense of confidence. Limitations and key directions for future research are outlined