Rules increase performance via shared mental models and justice
Explicit team rules develop a shared understanding of availability incorporating individual and team needs (Baumgaertner & Hartner-Tiefenthaler, 2022). When reflecting on team processes and collectively defining team rules, we argue that shared mental models for working together flexibly are developed within the team connecting team reflection with adaptation (Konradt et al., 2015). Shared mental models are “emergent states that reflect shared knowledge structures among team members about the working environment” (Müller & Antoni, 2022; p. 309) and “allow all team members to similarly interpret team-relevant information and share expectations regarding the team context” (Fisher et al., 2012, p. 830). Literature shows evidence that shared team mental models are positively related to team performance as communication effort decreases and less effort is needed for effective coordination and planning (DeChurch & Mesmer-Magnus, 2010).
When communication is ambiguous and uncertain, it is more difficult to create a common ground which is necessary for shared mental models. In an experimental study with virtual student teams, developing shared mental models about usage of information communication technology was shown to positively relate to performance (Müller & Antoni, 2022). In hybrid teams, the use of technology, but also the individual use of time-spatial flexibility and availability needs to be discussed. By articulating previously unidentified subjective and individually perceived psychological contracts makes mutuality among team members more likely and higher mutuality facilitates performance (Knapp et al., 2020). Thus, we argue that the reflection and definition of explicit availability rules will improve shared availability team mental models and then in turn relate to increased team performance.
