Collaborative problem-solving skills enable individuals to effectively communicate and contribute to problem-solving processes when serving as members of a group or team. Collaborative skills are critical for team and team-member success (Chung, de Vries, Cheak, Stevens, & Bewley, 2002; Hesse, Care, Buder, Sassenberg, & Griffin, 2015; H. F. O’Neil, Chuang, & Chung, 2003). At an individual level, superior collaborative skills improve cognitive learning outcomes (Pace, 1990; Simons & Peterson, 2000), in part because a variety of metacognitive skills, such as comprehension monitoring and evaluation of information, are promoted through collaboration (Chung et al., 2002; Johnson, Johnson, & Smith, 1998, 2007). At a group level, teams composed of individuals with well-developed collaborative skills report positive group outcomes, such as increased cohesion, improved communication, and superior conflict resolution (Beal, Cohen, Burke, & McLendon, 2003; Lott & Lott, 1961; Rosen & Tager, 2013). Research has demonstrated that good collaborative skills may be particularly beneficial for teams that are computer supported or technology mediated (Rosen & Tager, 2013; Vendlinksi & Stevens, 2002). In addition, employer surveys have consistently revealed an ability to work within a team as one of the skills that is most valued and most lacking in new hires (Griffin, Care, & McGaw, 2012).

But what are these collaborative skills that foster benefits for the individual and the group? Our framework focuses on collaborative problem solving as a way to operationalize the broader construct of collaboration and group work in order to identify specific cognitive skills and strategies that can improve performance. For example, the ability to monitor group progress (or lack of progress) toward resolving a problem is vital to the success of the group (Dickinson & McIntyre, 1997; Marks, Mathieu, & Zacarro, 2001). We view collaborative problem solving as a composite construct composed of skills from three areas: problem solving, communication, and behavior. Such a composite construct truly reflects the nature of group work, where one must not only possess the individual ability and drive to solve a challenging problem, but also be able and willing to productively leverage the knowledge and skills of other group members.