Cognitive divergence and shared mental models in software development project teams

By Laurie L. Levesque, Jean Wilson, D. Wholey. 2001

408 citations recorded by the source corpus.

Subfields: Communication, Information Systems, Social Psychology

View Paper: https://www.semanticscholar.org/paper/83cb70e2ff2a49de1a7a17ac9a2f0e955c04b721

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Citations in the corpus

Reconsidering group cognition: From conceptual confusion to a boundary area between cognitive and socio-cultural perspectives? (2007, methodology): “Only Levesque et al. (2001) did also study the mental models of team members about each other’s expertise (team model).”
Measuring transactive memory systems in the field: scale development and validation. (2003, methodology): “Field researchers have also measured team mental model agreement by using indices such as the coefficient of variation (Ensley & Pearce, 2001) and within-group correlation (rwg; Levesque, Wilson, & Wholey, 2001 ).”
Representational gaps, information processing, and conflict in functionally diverse teams (2007, background): “Levesque, Wilson, and Wholey (2001) found that successful software development teams’ mental models diverge over time.”
The contexts of knowing: natural history of a globally distributed team (2004, background): “Significantly, Levesque et al. (2001) discovered that team members’ mental models about a task and one another’s expertise do not necessarily become more similar over time, but, in fact, may diverge.”
Metaphor No More: A 15-Year Review of the Team Mental Model Construct (2010, neutral): “However, several studies have used TMM terminology while only measuring content sharedness and/or accuracy (e.g., Banks & Millward, 2007; Chou, Wang, Wang, Huang, & Cheng, 2008; Levesque et al., 2001; Millward, 2006; Peterson, Mitchell, Thompson, & Burr, 2000; Webber et al., 2000).”
Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture (2007, background): “Common architectural knowledge helps employees not only understand the larger picture but also recognize the sometimes-conflicting demands in their highly specialized jobs (Klimoski & Mohammed, 1994; Kogut & Zander, 1992; Levesque, Wilson, & Wholey, 2001; Nonaka, 1991).”
6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, background): “Lewis (2004) also studied how a team’s TMS evolves over time, building on Levesque et al.’s (2001) observation that interpersonal communication patterns developed early in a team’s collaboration affected how a team’s TMS matures.”
A teamwork model for understanding an agile team: A case study of a Scrum project (2010, background): “Teamwork in agile development: the Scrum team In a software team, the members are jointly responsible for the end product and must develop shared mental models by negotiating shared understandings about both the teamwork and the task [28].”
Is What You See, What You Get? (2008, background): “These new ideas will encourage the team to be dynamic and thoughtful, whereas the more tenured team members will help to maintain the team perspective and cohesion (Levesque et al., 2001).”