Recent team research has focused on how shared knowledge structures among team members affect team performance (Cooke et al 2003; Marks et al 2002; Mathieu et al 2000; Zelno et al 2003). The underlying argument of the team mental model (TMM) literature is that team effectiveness is enhanced when team members have a shared, organized understanding of key elements of the team environment (Cannon-Bowers et al 1993). The types of TMMs that team members hold include various models of taskwork and teamwork, and these can be 'shared' in a variety of ways---they can be similar or identical, overlapping or complementary, or distributed (Cannon-Bowers and Salas 2001). Research is yet to delineate the most effective form of 'sharedness' of the numerous subtypes, nor how such a pattern of 'sharedness' may develop or can be created or enhanced through training. The aims of the current paper are to propose a framework of TMM development that includes a hierarchy of subtype 'sharedness', and to describe the effectiveness of specific training interventions designed to enhance the development of TMMs.
Ergonomics for a BIZ-e-World : Proceedings of the 40th Annual Conference of The Human Factors and Ergonomics Society of Australia and the 7th Annual Conference of Pan Pacific Council on Occupational Ergonomics, Cairns, Queensland, Australia, 22-25 August 2004,