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The cognitive underpinnings of adaptive team performance in ill-defined task situations

2013; SAGE Publishing; Volume: 4; Issue: 1 Linguagem: Inglês

10.1177/2041386613492787

2041-3874

Stephanie Zajac, Megan E. Gregory, Wendy L. Bedwell, William S. Kramer, Eduardo Salas,

Cognitive Science and Mapping

As the nature of work changes due to technology, organizational restructuring, and globalization, complex tasks have emerged that necessitate the use of teams. Oftentimes, teams complete tasks that have more than one plausible solution or engage in performance episodes under uncertain circumstances. Therefore, teams are called upon to be highly adaptable to these ill-defined tasks by responding to continuous changes in the task environment. We propose that dimensions of team cognition (i.e., shared mental models and transactive memory systems) help drive adaptation. In recognition of the additional cognitive demands placed upon teams who must be highly adaptable, we believe much can be gained from taking a closer look at the facets of team-level cognitive variables. The current effort aims to provide a more comprehensive explanation of emergent cognitive states, and how they interact to drive adaptive team performance, especially within the context of ill-defined problems.