Getting groups to develop good strategies: Effects of reflexivity interventions on team process, team performance,and shared mental models

Gurtner, Andrea; Tschan, Franziska; Semmer, Norbert K.; Nägele, Christof (2006). Getting groups to develop good strategies: Effects of reflexivity interventions on team process, team performance,and shared mental models Organizational Behavior and Human Decision Processes, 102(2), pp. 127-142. Elsevier 10.1016/j.obhdp.2006.05.002

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This study examines the effect of guided reflection on team processes and performance, based on West’s (1996, 2000) concept of reflexivity. Communicating via e-mail, 49 hierarchically structured teams (one commander and two specialists) performed seven 15 min shifts of a simulated team-based military air-surveillance task (TAST) in two meetings, a week apart. At the beginning of the second meeting, teams were assigned either to a reflexivity (individual or group) or to a control condition. Results show that reflexivity enhanced performance, the link between reflexivity and team performance being mediated by communication and implementation of strategies as well as by similarity of mental models. Contrary to expectations, individual reflexivity was superior to group reflexivity. Additional analyses suggested that group reflexivity decreased the commanders’ active behavior and increased discussion of strategies that were too general to be helpful. Results point to the usefulness of reflexivity as a generic intervention but underscore the importance of focusing on strategies that are task-specific.

Item Type:	Journal Article (Original Article)
Division/Institute:	Business School > Institute for New Work
Name:	Gurtner, Andrea; Tschan, Franziska; Semmer, Norbert K. and Nägele, Christof
Subjects:	H Social Sciences > H Social Sciences (General)
ISSN:	0749-5978
Publisher:	Elsevier
Language:	English
Submitter:	Andrea Gurtner
Date Deposited:	17 Feb 2021 12:31
Last Modified:	22 Sep 2021 02:18
Publisher DOI:	10.1016/j.obhdp.2006.05.002
Web of Science ID:	000245180000001
Uncontrolled Keywords:	Reflexivity Strategy development Coordination Shared mental models Team process Team performance
ARBOR DOI:	10.24451/arbor.14290
URI:	https://arbor.bfh.ch/id/eprint/14290