Construct · 3 names · 5 citations
Different names. Different fields. One construct. One map.
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The knowledge structures that members of a team hold in common, which let them describe, explain, and anticipate what the task and the team will do without having to talk it through each time. Cannon-Bowers, Salas, and Converse introduced the term in 1993 to explain how expert teams coordinate smoothly under time pressure, and they proposed that a team holds more than one such model at once: a task model about the equipment and the job, and a team model about who is good at what and how members will act. Mathieu and colleagues' 2000 study measured both and found that their overlap across members predicted better team process and performance. The referent here is the original construct as first named, a set of overlapping knowledge structures in members' heads, not the later renaming of it or the wider umbrella that absorbed it.[1][2]
The same overlapping team knowledge, carried under a slightly different name and pressed on harder about what it actually is. Klimoski and Mohammed's 1994 review, titled Team Mental Model: Construct or Metaphor?, asked whether the phrase names a measurable property of a team or only a figure of speech borrowed from the individual mind, and it pushed the field to say whose knowledge is being pooled, how much it must overlap, and how the pooling would be observed. Mohammed and Dumville later set the team mental model inside a broader team knowledge framework, distinguishing it from related labels for shared understanding. The referent is not a new construct but a renaming and critique of the first one: the same target of study, given a cleaner name and a demand for a definition that a metaphor alone cannot meet.[3][4]
A higher-level heading, team cognition, under which the shared mental model becomes one member of a family rather than the whole story. DeChurch and Mesmer-Magnus's 2010 meta-analysis pulled together studies that had used many labels, shared mental models among them, and treated them as measures of a common underlying idea: the organized knowledge a team holds and uses together. They reported that this team cognition predicted team behaviour and performance beyond what members' individual ability and motivation explained, and that both compositional forms, knowledge held in common and knowledge distributed across members, mattered. The referent is the umbrella itself, an aggregate category that keeps the same core idea while renaming it upward, so that a finding filed under team cognition may rest on studies that called it a shared mental model.[5]
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