Explicit, implicit and ideal models of decision-making in a healthcare executive

Purpose
The importance of shared mental models in teamwork has been explored in a diverse array of artificial work groups. This study extends such research to explore the role of mental models in the strategic decision-making of a real-world senior management group.
Design/Methodology
Data were collected from an intact group of senior healthcare executives (N=13) through semi-structured interviews, meeting observations and internal document analysis. Participants responded to interview prompts about decision-making processes (past, present and ideal), decision quality and general team function. Mental model diagrams were created within the interview and further refined using content analysis of the interview transcript.
Results
Three decision-making models emerged from the data: (1) a shared model of explicit (formal) decision-making; (2) a shared model of implicit (informal) decision-making; and (3) a divergent model of ideal decision-making. Mental model similarity was insufficient to foster high team performance, with congruence between individual implicit and ideal models more indicative of current satisfaction and hope for the future.
Limitations
As a qualitative case study, the data may not generalisable to other organisations.
Research/Practical Implications
Is it important for management teams to understand and be mindful of the different forms of mental models and their implications for decision making.
Originality/Value
This study is among the first to examine the implications of shared mental models in Executive group decision-making processes. The study forms the baseline for a longitudinal study tracking the evolution of shared decision-making mental models in response to a series of decision support interventions.