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Abstract
A set of testable propositions based on the collaboration and meaning analysis process (C-MAP) are presented. The C-MAP involves the conscious externalisation of knowledge to support knowledge transfer, the development of innovated knowledge and the development of cognitive similarity in intense problem solving teams (Rentsch, J.R., Delise, L.A., and Hutchison, S., Citation2008a. Transferring meaning and developing cognitive similarity in decision making teams: collaboration and meaning analysis process. In: M.P. Letsky, et al., eds. Macrocognition in teams. Burlington, VT: Ashgate Publishing, 127–142). Innovated knowledge is collaboratively created knowledge not initially possessed by the team when it was composed. Intense problem solving teams are distributed teams in which each member possesses unique expert information that must be integrated to achieve a viable solution. The teams work in difficult contexts and their decisions have high risk implications. The cognitive processes included in the C-MAP may be regarded as macrocognitive processes (e.g. Klein, G., et al., Citation2003. Macrocognition. IEEE Intelligent Systems, May/June, 81–85; Letsky, M.P., et al., Citation2007. Macrocognition in complex team problem solving. In: 12th international command and control research and technology symposium (12th ICCRTS), Newport, RI, June 2007. Washington, DC: U.S. Department of Defense Command and Control Research Program). The role of knowledge objects and schema-enriched communication as two mechanisms for externalising cognition to promote innovated knowledge are described.
Acknowledgements
The authors' work on this chapter was funded in part by a grant to the first author from the Office of Naval Research (Award Number N00014-05-1-0624). The views, opinions, and findings contained in this article are the authors' and should not be construed as official or as reflecting the views of the Department of Defense or The University of Tennessee.