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Xu J, Duan R. How do US corporations communicate interculturally with their Chinese stakeholders: Analysis of GM Company's social media posts from the cultural value perspective. PLoS One 2023; 18:e0292552. [PMID: 37797064 PMCID: PMC10553795 DOI: 10.1371/journal.pone.0292552] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [MESH Headings] [Grants] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 02/12/2023] [Accepted: 09/24/2023] [Indexed: 10/07/2023] Open
Abstract
Social Media is an important means of communication with audiences around the world. The purpose of this study was to explore whether GM-a famous US auto company adapts its US Cultural values to suit the prevalent cultural values of its Chinese stakeholders on Chinese social media. Content analysis was used to evaluate the cultural content of GM Company's posts on Weibo and Twitter. Although influenced by the special features of the car industry, there is still enough evidence that the communication style of the US auto Company makes cultural adaption on Chinese social media, reflecting more Chinese prevalent cultural values.
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Affiliation(s)
- Jin Xu
- Intercultural Department, General Education College, Jinhua Polytechnic, Zhejiang, China
- Faculty of Humanity, The Hong Kong Polytechnic University, Hung Hom, Hong Kong
| | - Ruijun Duan
- Intercultural Department, General Education College, Jinhua Polytechnic, Zhejiang, China
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2
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Müller R, Schischke D, Graf B, Antoni CH. How can we avoid information overload and techno-frustration as a virtual team? The effect of shared mental models of information and communication technology on information overload and techno-frustration. COMPUTERS IN HUMAN BEHAVIOR 2023. [DOI: 10.1016/j.chb.2022.107438] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/15/2022]
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3
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Taking the emergent in team emergent states seriously: A review and preview. HUMAN RESOURCE MANAGEMENT REVIEW 2022. [DOI: 10.1016/j.hrmr.2022.100928] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
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4
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Lim JYK. Shared mental models and task decomposition. TEAM PERFORMANCE MANAGEMENT 2022. [DOI: 10.1108/tpm-07-2021-0051] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The research on shared mental models (SMMs) focuses on the importance of all team members holding similar mental models to realize team performance. However, for a perceived decomposable task, it is not required for all team members to have similar mental models to achieve team performance. Moreover, unnecessary overlapping mental models among team members may engender information overloading, translating into suboptimal team performance. Absent from the current literature is an understanding of the factors that determine the minimal overlapping mental models required across specific members for team performance. The purpose of this study is to yield an understanding of these issues.
Design/methodology/approach
This study highlights that the requirement to hold similar mental models across specific team members depends on the task decomposition mechanisms used: task complexity and decomposability, subtask assigned and layer, task modularity, workflow interdependence type and tool attributes.
Findings
Unlike much prior research which measured the relationship between SMMs and team performance at the team level, our conceptualization suggests that the measurement of SMMs and team performance needs to be conducted across a team and subsets of the team or individuals depending on task complexity and decomposability. This current research offers an important viewpoint regarding when team members need to hold similar mental models to realize task performance.
Originality/value
By suggesting new insights into when mental models should be similar across specific team members, this research also provides understanding of why some empirical SMMs studies do not yield positive relationships between similar SMMs and team effectiveness while others do.
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Sanderson J, Esfahbodi A, Lonsdale C. The effect of team-member knowledge, skills and abilities (KSAs) and a common learning experience on sourcing teamwork effectiveness. INTERNATIONAL JOURNAL OF PHYSICAL DISTRIBUTION & LOGISTICS MANAGEMENT 2022. [DOI: 10.1108/ijpdlm-07-2021-0277] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeA lack of sourcing-specific team research prevents a full understanding of sourcing teamwork effectiveness (STE). Moreover, the limited purchasing and supply management (PSM) team literature often tends to focus on an aggregate group level. The paper makes a step towards adopting an individual actor perspective on teamwork effectiveness with an emphasis on the context of sourcing, explicating the effects of team-member knowledge, skills and abilities (KSAs), and examining how these relationships are moderated by a common learning experience of strategic sourcing masterclass.Design/methodology/approachBased on a cross-sectional survey, this study analyses a sample of 90 sourcing team members from a global aerospace manufacturing company using hierarchical regression analysis.FindingsThe results suggest that four of the five KSAs positively and significantly affect STE; the exception was collaborative problem solving. Masterclass learning outcomes were found to positively moderate the effects of these KSAs on STE, again exclusive of the collaborative problem-solving KSA.Research limitations/implicationsCross-sectional design focused only on the aerospace sector may affect generalizability. Further, longitudinal research designs would capture the effects of the common learning experience over an extended period.Practical implicationsSourcing team members could be selected based on having KSAs which significantly affect teamwork effectiveness. Training and development for sourcing teams should combine guided reflexivity and cross-training to deliver learning outcomes that create similar team mental models.Originality/valueThe study provides an individual team-member perspective on the functioning of sourcing teams which is absent in the extant research. It contributes to the very limited research base on skills in PSM.
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Measurement and performance impact of team mental models on process performance. CURRENT PSYCHOLOGY 2022. [DOI: 10.1007/s12144-022-03293-7] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/26/2022]
Abstract
Abstract
Efficient business process execution is an essential part of an organisation’s success. It depends on good dynamic decision making of process actors that is guided by their mental models of business processes (MMBP). The study investigates the effect of MMBPs on process performance at two levels. At the level of individuals, the impact of MMBP accuracy on performance is analyzed, and at the level of a team, the effect of similarity of MMBPs of all team on performance is researched. At both levels, MMBPs are differentiated in a narrow part that focuses on the mental representations of process steps that precede or follow on the one conducted by the actor and a holistic model that captures the process as a whole. We use laboratory observations with 159 participants in 10 teams from a real effort loan processing role play. We obtain individual MMBP accuracy measures by using a process knowledge test and measure the process performance of teams with the outcome of the role play. Our study contributes in three ways to existing research. First, the measurement approach of individual MMBP accuracy and similarity is extended to the level of teams. Second, the study shows that the accuracy of both narrow and holistic MMBPs as well as similarity of holistic MMBPs positively impact team process performance. Third, by using an observable team process performance measures from a real-effort task, we increase the validity of our findings compared to other research relying on self-assessed performance measures.
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van Rensburg JJ, Santos CM, de Jong SB, Uitdewilligen S. The Five-Factor Perceived Shared Mental Model Scale: A Consolidation of Items Across the Contemporary Literature. Front Psychol 2022; 12:784200. [PMID: 35095670 PMCID: PMC8797018 DOI: 10.3389/fpsyg.2021.784200] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Journal Information] [Subscribe] [Scholar Register] [Received: 09/27/2021] [Accepted: 12/06/2021] [Indexed: 11/13/2022] Open
Abstract
Literature on Shared Mental Models (SMMs) has been burgeoning in recent years and this has provided increasingly detailed insight and evidence into the importance of SMMs within specific contexts. However, because past research predominantly focused on SMM structure as measured by diverse, context-dependent measures, a consolidated multi-dimensional measure of perceived SMMs that can be used across diverse team contexts is currently lacking. Furthermore, different conceptualizations of the dimensionality of SMMs exist, which further impedes the comparison between studies. These key limitations might hinder future development in the SMM literature. We argue that the field of SMMs has now matured enough that it is possible to take a deductive approach and evaluate the prior studies in order to refine the key SMMs dimensions, operationalizations, and measurement. Hence, we take a three-stage approach to consolidate existing literature scale-based measures of SMMs, using four samples. Ultimately, this leads to a 20-item five-dimensional scale (i.e., equipment, execution, interaction, composition, and temporal SMMs) - the Five Factor Perceived Shared Mental Model Scale (5-PSMMS). Our scale provides scholars with a tool which enables the measurement, and comparison, of SMMs across diverse team contexts. It offers practitioners the option to more straightforwardly assess perceived SMMs in their teams, allowing the identification of challenges in their teams and facilitating the design of appropriate interventions.
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Affiliation(s)
- Jandre J. van Rensburg
- Department of Organisation, Strategy and Entrepreneurship, School of Business and Economics, Maastricht University, Maastricht, Netherlands
| | - Catarina M. Santos
- Department of Organisation, Strategy and Entrepreneurship, School of Business and Economics, Maastricht University, Maastricht, Netherlands
| | - Simon B. de Jong
- Department of Organisation, Strategy and Entrepreneurship, School of Business and Economics, Maastricht University, Maastricht, Netherlands
| | - Sjir Uitdewilligen
- Department of Work and Social Psychology, Faculty of Psychology and Neuroscience, Maastricht University, Maastricht, Netherlands
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Lungeanu A, DeChurch LA, Contractor NS. Leading teams over time through space: Computational experiments on leadership network archetypes. THE LEADERSHIP QUARTERLY 2022. [DOI: 10.1016/j.leaqua.2021.101595] [Citation(s) in RCA: 2] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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Liu P, Lyndon A, Holl JL, Johnson J, Bilimoria KY, Stey AM. Barriers and facilitators to interdisciplinary communication during consultations: a qualitative study. BMJ Open 2021; 11:e046111. [PMID: 34475150 PMCID: PMC8413943 DOI: 10.1136/bmjopen-2020-046111] [Citation(s) in RCA: 9] [Impact Index Per Article: 3.0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Submit a Manuscript] [Subscribe] [Scholar Register] [Indexed: 11/04/2022] Open
Abstract
OBJECTIVE Communication failures between clinicians lead to poor patient outcomes. Critically injured patients have multiple injured organ systems and require complex multidisciplinary care from a wide range of healthcare professionals and communication failures are abundantly common. This study sought to determine barriers and facilitators to interdisciplinary communication between the consulting trauma, intensive care unit (ICU) team and specialty consultants for critically injured patients at an urban, safety-net, level 1 trauma centre. DESIGN An observational qualitative study of barriers and facilitators to interdisciplinary communication. SETTING We conducted observations of daily rounds in two trauma surgical ICUs and recorded the most frequently consulted teams. PARTICIPANTS Key informant interviews after presenting clinical vignettes as discussion prompts were conducted with a broad range of clinicians from the ICUs and physicians and nurse practitioners from the consultant teams who were identified during the observations. Interviews were recorded and transcribed verbatim. Data of these 10 interviews were combined with primary transcript data from prior study (25 interviews) and analysed together because of the same setting with same themes. Independent coding of the transcripts, with iterative reconciliation, was performed by two coders. OUTCOMES MEASURES Facilitators and barriers of interdisciplinary communication were identified. RESULTS A total of 35 interview transcripts were analysed. Cardiology and interventional radiology were the most frequently consulted teams. Consulting and consultant clinicians reported that perceived accessibility from the team seeking a consultation and the consultant team impacted interdisciplinary communication. Accessibility had a physical dimension as well as a psychological dimension. Accessibility was demonstrated by responsiveness between clinicians of different disciplines and in turn facilitated interdisciplinary communication. Social norms, cognitive biases, hierarchy and relationships were reported as both facilitators and barriers to accessibility, and therefore, interdisciplinary communication. CONCLUSION Accessibility impacted interdisciplinary communication between the consulting and the consultant team. ARTICLE SUMMARY Elucidates barriers and facilitators to interdisciplinary communication between consulting and consultant teams.
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Affiliation(s)
- Pingyang Liu
- Department of Surgery, University of California San Francisco, San Francisco, California, USA
| | - Audrey Lyndon
- Rory Meyers College of Nursing, New York University, New York City, New York, USA
| | - Jane L Holl
- Department of Neurology, University of Chicago, Chicago, Illinois, USA
| | - Julie Johnson
- Center of Health Services and Outcomes Research, Institute for Public Health and Medicine, Chicago, Illinois, USA
- Department of Surgery, Northwestern University Feinberg School of Medicine, Chicago, Illinois, USA
| | - Karl Y Bilimoria
- Center of Health Services and Outcomes Research, Institute for Public Health and Medicine, Chicago, Illinois, USA
- Department of Surgery, Northwestern University Feinberg School of Medicine, Chicago, Illinois, USA
| | - Anne M Stey
- Center of Health Services and Outcomes Research, Institute for Public Health and Medicine, Chicago, Illinois, USA
- Department of Surgery, Northwestern University Feinberg School of Medicine, Chicago, Illinois, USA
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10
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Morag I, Zimerman AL. Evaluating teamwork among medical staff: How to measure and compare aspects of the team mental models of doctors and nurses. APPLIED ERGONOMICS 2021; 94:103418. [PMID: 33838433 DOI: 10.1016/j.apergo.2021.103418] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 12/16/2020] [Revised: 03/09/2021] [Accepted: 03/18/2021] [Indexed: 06/12/2023]
Abstract
Shared perceptions of a task among those responsible for its completion are important for achieving successful outcomes. This study proposes a framework for eliciting various aspects of team members' "mental models" (TMMs) of complex medical tasks. The intention is to provide 'proof of concept' for a methodology to measure similarities and differences between team members' perceptions of selected attributes of the task. Applying our framework in a gynecology ward, we use cognitive interviewing and concept mapping to reveal differences between the TMMs of doctor and nurse teams. These group differences are found to reflect limited awareness of the other group's level of involvement, workload, responsibilities and contributions to quality of care. We argue that such differences may lead to frustration, conflict, poor teamwork and risks to patient safety; but once identified, and subject to certain limitations, the differences could be used to develop interventions that will enhance teamwork.
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Affiliation(s)
- Ido Morag
- School of Industrial Engineering and Management, Shenkar College of Engineering and Design, Ramat-Gan, Israel.
| | - Ariel L Zimerman
- Obstetric and Gynecology Division, Shamir Medical Center, Assaf Harofeh Campus, Tzrifin, 730000, Israel.
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11
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Uitdewilligen S, Waller MJ, Roe RA, Bollen P. The Effects of Team Mental Model Complexity on Team Information Search and Performance Trajectories. GROUP & ORGANIZATION MANAGEMENT 2021. [DOI: 10.1177/10596011211023219] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Drawing on the concept of requisite complexity, we propose that mental model complexity is crucial for teams to thrive in dynamic complex environments. Using a longitudinal research design, we examined the influence of team mental model complexity on team information search and performance trajectories in a sample of 64 teams competing in a business strategy simulation over time. We found that team information search positively influences performance growth over time. More specifically, and consistent with requisite complexity, we found that mental model complexity positively influences both performance growth and information search over time, above and beyond the effects of mental model similarity and accuracy.
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Affiliation(s)
- Sjir Uitdewilligen
- Department of Work and Social Psychology, Faculty of Psychology and Neuroscience, Maastricht University, Maastricht, The Netherlands
| | - Mary J. Waller
- College of Business, Colorado State University, Fort Collins, CO, USA
| | - Robert A. Roe
- School of Business and Economics, Maastricht University, Maastricht, The Netherlands
| | - Peter Bollen
- School of Business and Economics, Maastricht University, Maastricht, The Netherlands
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12
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How teams perform under emergent and dynamic situations: the roles of mental models and backup behaviors. TEAM PERFORMANCE MANAGEMENT 2021. [DOI: 10.1108/tpm-07-2020-0060] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
The purpose of this study is to evaluate the roles of team mental models (TMMs) and backup behaviors for teams operating under emergent and dynamic situations. Specifically, the authors used a biased-corrected bootstrapping approach to assess the mediation effects of backup behaviors between the similarity of TMMs and team performance.
Design/methodology/approach
TMMs are a representation of the common understanding and beliefs in terms of task requirements or teamwork skills among different team members. It has wide implementations in various teams that are required to adapt quickly to an emergent and dynamic environment. The construct of TMMs has been studied extensively in previous literature, indicating a strong relationship between TMMs and team performance. However, how TMMs affect team performance under emergent and dynamic situations is only partially understood.
Findings
The findings of this study suggest that the similarity of task-focused mental models positively affects team performance through the mediation effects of backup behaviors. In contrast, the similarity of team-focused mental models does not positively affect backup behaviors and team performance.
Originality/value
This study contributes to the TMMs literature by investigating how teams perform in an emergent and dynamic environment. It not only provides theoretical support to the similarity of TMMs–backup behaviors–team performance relationships but has important implications in terms of team training and decision-making for teams operating under such conditions.
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13
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Zamani ED, Pouloudi N. Shared mental models and perceived proximity: a comparative case study. INFORMATION TECHNOLOGY & PEOPLE 2021. [DOI: 10.1108/itp-02-2020-0072] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.7] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe aim of this study is to understand how virtual teams experience perceived proximity. Existing literature suggests that perceived proximity can be achieved through quality communication and increased identification. However, not much is known as to how these two may be achieved within the context of virtual teams.Design/methodology/approachThe authors address their research question through a comparative case study, with the help of two virtual teams of software developers and the authors adopt a subset from the Constructivist Grounded Theory Method procedures for the purposes of coding to understand the potential explanations regarding the two teams' differences in perceptions of perceived proximity.FindingsThe authors’ study shows that shared mental models support quality communication and team members to identify with the shared values of their team. Quality communication is easier achieved when the team shares a dynamic and evolving understanding of the tools for communication and collaboration. The authors also draw attention to the importance of how work is organised and the influence of the temporal dimension on virtual teams beyond the temporal organisation of collaborative work.Originality/valueThe value of this study is found in its contribution towards the development of a formal connection between perceived proximity and shared mental models, that is empirically grounded, and which holds an explanatory value in addressing how perceived proximity can be supported rather than compromised.
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Sanchez-Manzanares M, Rico R, Antino M, Uitdewilligen S. The Joint Effects of Leadership Style and Magnitude of the Disruption on Team Adaptation: A Longitudinal Experiment. GROUP & ORGANIZATION MANAGEMENT 2020. [DOI: 10.1177/1059601120958838] [Citation(s) in RCA: 10] [Impact Index Per Article: 2.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Here, we report a longitudinal experiment testing the combined effects of leadership style and the magnitude of the disruption on team adaptive performance over time. We hypothesized that teams led by a directive leader would outperform teams led by an empowering leader when task conditions do not change (pre-change), while teams with an empowering leader would outperform teams with a directive leader under changing task conditions (post-change), especially when task changes are high in magnitude. To test our hypotheses, we conducted a 2 (leadership: directive/empowering) x 2 (magnitude of the disruption: low/high) experiment with repeated measures of team performance before and after the change occurred. Sixty-seven three-member teams participated in a computer-based firefighting simulation. Evidence from discontinuous growth modeling partially supported our hypotheses by showing that before the task change, directively led teams outperformed teams led by an empowering leader. After the task change, however, directively led teams still outperformed teams with empowering leaders. The magnitude of the disruption had a significant main effect on team adaptive performance but did not significantly moderate the effect of leadership style. Implications for the team adaptation literature and the management of teams under complex, changing conditions are discussed.
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Affiliation(s)
| | - Ramon Rico
- The University of Western Australia, Australia
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Perreault M, Milton D, Alunni-Menichini K, Archambault L, Perreault N, Bertrand K. Montreal Cross-Training Program: The contribution of positional clarification activities to help bridge fragmented prevention and treatment services for co-occurring disorders. HEALTH & SOCIAL CARE IN THE COMMUNITY 2020; 28:1090-1098. [PMID: 31885130 DOI: 10.1111/hsc.12942] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Grants] [Track Full Text] [Subscribe] [Scholar Register] [Received: 08/12/2019] [Revised: 11/28/2019] [Accepted: 12/16/2019] [Indexed: 06/10/2023]
Abstract
Co-occurring disorders in mental health and addiction present a high prevalence, but services available to prevent and treat them are often fragmented. Cross-training activities have been used to help minimise breaks in service continuity. This study assesses to what extent positional clarification (a specific type of cross-training activity) can help bridge fragmented services for co-occurring disorders by providing information and promoting interactions to help professionals better orient and treat their clientele. A total of 2,107 participations were recorded for 11 positional clarification events taking place within the Montreal Cross-Training Program for mental health and substance use disorders between 2010 and 2016. The Kirkpatrick four-level training evaluation model was used to evaluate these activities. Evaluation questionnaires (n = 1,650) and interviews with a convenience sample of 32 participants were analysed using descriptive statistics and thematic analysis. More than three-quarters of participants reported that the activity met their expectations and was relevant to their practice. Respondents also reported receiving useful information to better orient their clientele, discovering new resources, learning about the functioning of other resources, identifying members of other networks who could orient them when needed, and learning more about the theme of the activity and the different mechanisms for collaboration among the related services. Among those who participated in more than one positional clarification event, roughly three-quarters reported that they were able to call upon new resources at least once as a result of their participation, and were able to establish referrals towards resources that were unknown or less familiar to them prior to their participation. Results suggest that the programme meets its service integration objectives and that positional clarification events can lead to changes that can help facilitate the integration of fragmented services by improving participants' knowledge of specific themes and available resources to better orient and treat their clientele.
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Affiliation(s)
- Michel Perreault
- Department of Psychiatry, McGill University and Douglas Hospital Research Centre, Montreal, Quebec, Canada
| | - Diana Milton
- Douglas Hospital Research Centre, Montreal, Quebec, Canada
| | | | | | - Nicole Perreault
- Direction régionale de santé publique de Montréal, Montreal, Canada
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16
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Kneisel E. Team reflections, team mental models and team performance over time. TEAM PERFORMANCE MANAGEMENT 2020. [DOI: 10.1108/tpm-09-2018-0061] [Citation(s) in RCA: 5] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
Although previous research proved positive impacts of team reflection on team outcomes, especially team performance and innovation, there are only a few insights in to which factors (mediators) account for these positive effects and over what period these effects unfold (temporal effects). To close this gap, this paper aims to investigate the direct effects of team reflection on team performance over time, as well as indirect effects because of the development of similar and accurate team mental models to explain this relationship.
Design/methodology/approach
Within a longitudinal experimental study on 22 student project teams working on a complex problem-solving task, the effects of repeated team reflection interventions on the development of team performance and team mental models over six measuring times were analysed.
Findings
Results show that team reflections caused significant increases in team performance and team mental models over time. Results also provide evidence that team mental models’ quality mediates the effects of team reflections on team performance.
Research limitations/implications
The results are interesting for both research fields, team reflection and team mental models, as the findings indicate the merits of recurrent reflection for improving team mental models’ quality.
Practical implications
For organisational practice, the question of how reflection processes can be deliberately triggered in teams and effectively integrated into the daily routine should be considered.
Originality/value
The findings accentuate the role of team reflections for improving team performance team mental models over time. By continuous reflecting teams increase awareness and insights into effective team processes and strategies (i.e. shared and accurate team mental models), which lead to better performance.
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17
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Stey AM, Wybourn CA, Lyndon A, Knudson MM, Dudley RA, Liu P, Bongiovanni T, Ryan GW. How care decisions are made among interdisciplinary providers caring for critically injured patients: A qualitative study. Surgery 2019; 167:335-339. [PMID: 31843221 DOI: 10.1016/j.surg.2019.11.009] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/21/2019] [Revised: 09/26/2019] [Accepted: 11/03/2019] [Indexed: 11/17/2022]
Abstract
BACKGROUND Injury is the leading cause of death in people under 45 years of age in the United States; however, how care decisions occur in critical injury is poorly understood. This exploratory study sought to generate hypotheses about how care decisions are made among interdisciplinary providers caring for patients who have been critically injured. METHODS This was a qualitative study conducted at two intensive care units in a level 1 trauma center in an urban, teaching, safety-net hospital. Semistructured interviews consisted of case scenarios with competing clinical priorities presented to 25 interdisciplinary providers, elucidating how decisions are approached. Responses were recorded, transcribed, and coded. Thematic analysis was conducted to discover central themes. Category formulation and sorting was done for data reduction and thematic structuring of the data. The range and central tendency of these themes are reported. RESULTS The central theme for how care decisions are made among interdisciplinary providers was through the distribution of shared responsibility. The distribution of shared responsibility depended on interdisciplinary communication to navigate the two subthemes of time and roles. Time had to be navigated carefully, because it was both an opportunity for data acquisition and consensus building but also a pressure to decisively progress care. Roles were distinct but interchangeable and consisted of experts, actualizers, and questioners. CONCLUSION Care decisions are made in the context of shared responsibility among interdisciplinary providers. Interdisciplinary communication is a means of establishing roles and navigating time to distribute shared responsibility among interdisciplinary providers.
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Affiliation(s)
- Anne M Stey
- Northwestern University, Chicago, IL; University of California San Francisco, San Francisco, CA.
| | | | - Audrey Lyndon
- University of California San Francisco, San Francisco, CA; NYU Rory Meyers College of Nursing, New York, NY
| | | | - R Adams Dudley
- University of California San Francisco, San Francisco, CA
| | - Pingyang Liu
- University of California San Francisco, San Francisco, CA
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Rico R, Gibson CB, Sánchez-Manzanares M, Clark MA. Building team effectiveness through adaptation: Team knowledge and implicit and explicit coordination. ORGANIZATIONAL PSYCHOLOGY REVIEW 2019. [DOI: 10.1177/2041386619869972] [Citation(s) in RCA: 26] [Impact Index Per Article: 5.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
We develop a theory of team adaptation that centers on team knowledge structures and coordination processes. Specifically, we explain that when a team’s task changes, there may be a disruption in the extent to which their team mental model (TMM) fits the current situation. Whether this is the case is likely to depend on team compositional factors, emergent states, and structural characteristics of the team. When there is a lack of correspondence between the TMM and the situation, this then requires a shift in the extent to which the team uses implicit or explicit coordination processes. We also explain that the team performance phase matters, such that during action phases, a prevalence of implicit coordination relative to explicit coordination results in greater effectiveness; during a transition phase, the opposite is likely. In this way, we address central questions in the field: what types of task changes require team adaptive response, what happens during the adaptation process, and how this influences team effectiveness over time.
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Affiliation(s)
- Ramón Rico
- University of Western Australia, Australia
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Delice F, Rousseau M, Feitosa J. Advancing Teams Research: What, When, and How to Measure Team Dynamics Over Time. Front Psychol 2019; 10:1324. [PMID: 31275193 PMCID: PMC6593277 DOI: 10.3389/fpsyg.2019.01324] [Citation(s) in RCA: 23] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 12/03/2018] [Accepted: 05/21/2019] [Indexed: 11/23/2022] Open
Abstract
Teams are complex and dynamic entities that face constant changes to their team structures and must simultaneously work to meet and adapt to the varying situational demands of their environment (Kozlowski and Ilgen, 2006). Agencies, industries, and government institutions are currently placing greater attention to the influence on team dynamics and teamwork as they are important to key organizational outcomes. Due to increased emphasis being placed upon the understanding the maturation of team dynamics, the incorporation of efficient methodological tools to understand how teams are being measured over time becomes critical. Thus, the purpose of this paper is to present a review of relevant academic articles detailing the science behind methodological tools and general approaches to study team dynamics over time. We provide an overview of the methodological tools used to understand team dynamics with accordance to specific temporal elements. Drawing from Kozlowski et al. (1999) process model of team development, we highlight relevant emergent team constructs within each stage. As well, for each stage, we discuss the what and how to measure team dynamics. Our analyses bring to light relevant, novel and complex approaches being used by researchers to examine specific constructs within different team developmental phases (e.g., agent-based simulations, computational modeling) and the importance of transitioning from a single source methodology approach. Implications and future research are also discussed.
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Affiliation(s)
- Fabrice Delice
- Brooklyn College, City University of New York, Brooklyn, NY, United States
| | - Moira Rousseau
- Brooklyn College, City University of New York, Brooklyn, NY, United States
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Bǎlǎu G, Faems D, Bij H. Team experiential cognitive style and team performance: The moderating impact of workplace setting. CREATIVITY AND INNOVATION MANAGEMENT 2019. [DOI: 10.1111/caim.12319] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
Affiliation(s)
- Georgiana Bǎlǎu
- Faculty of HumanitiesLeiden University The Hague Netherlands
| | - Dries Faems
- WHU Otto Beisheim School of Management Vallendar Germany
| | - Hans Bij
- Department of Economics and BusinessGroningen University Groningen Netherlands
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Ability to predict team members' behaviors in ICU teams is associated with routine ABCDE implementation. J Crit Care 2019; 51:192-197. [PMID: 30856524 DOI: 10.1016/j.jcrc.2019.02.028] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 01/01/2019] [Revised: 02/26/2019] [Accepted: 02/28/2019] [Indexed: 12/13/2022]
Abstract
PURPOSE Poor coordination may impede delivery of the Awakening, Breathing Coordination, Delirium monitoring/management and Early exercise/mobility (ABCDE) bundle. Developing a shared mental model (SMM), where all team members are on the same page, may support coordination. MATERIALS AND METHODS We administered a survey at the 2016 MHA Keystone Center ICU workshop. We measured different components of SMMs using five items from a validated survey, each on a 5-point Likert scale (strongly agree-strongly disagree). We measured self-reported routine ABCDE implementation using a single item 4-point Likert scale (ABCDE is routine-Made no steps to implement ABCDE). We examined the relationship between SMMs and routine ABCDE implementation using logistic regression, adjusting for confounders. RESULTS Among the 206 (75%) responses, 157 (84%) reported using the ABCDE bundle and 80 (51% of 157) reported routine use. When clinicians agreed it was difficult to predict team members' behaviors, the odds of reporting routine ABCDE implementation significantly decreased [0.26 (0.10-0.66)]. Other SMM components related to knowing team members' skills, access to information, team adaptability, and team help behavior, were not significantly associated with the outcome. CONCLUSION Increasing awareness of team members' behaviors may be a mechanism to improve the implementation of complex care bundles like ABCDE.
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Long KM, Meadows GN. Simulation Modeling for Psychiatric Service Planning: Protocol for a Mixed-Methods Study. JMIR Res Protoc 2018; 7:e11119. [PMID: 30470679 PMCID: PMC6301811 DOI: 10.2196/11119] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 05/24/2018] [Revised: 08/16/2018] [Accepted: 08/17/2018] [Indexed: 11/15/2022] Open
Abstract
Background Mental health service managers must take into account multiple factors when making decisions about the best way to deliver care to clients across increasingly larger service areas. This task is made more difficult by the lack of evidence and tools historically available to inform these decisions. In recent decades, the increasing availability of epidemiological and service use data for mental illness has solved the problem of evidence, but there still exists a challenge to make these data easily accessible and understandable for managers. Objective This study aims to develop a simulation modeling tool to allow managers to explore various service configurations in virtual reality, enabling predictions to be made about the cost and quality of care. Methods This is a longitudinal, mixed-methods case study, comprising overlapping intervention and evaluation phases. In partnership with senior managers of a mental health program, the researchers will develop a series of simulation models in Arena to address key strategic issues facing the service. Thematic and content analyses of semistructured interviews, meeting observations, and document analysis will be used to evaluate the process of model implementation and the outcomes for both researchers and managers. The study is being conducted in Australia. Results Data collection has been ongoing since late 2013. To date, 3 prototype simulation models have been developed and presented to senior managers, and 18 evaluation interviews have been conducted. The project is expected to conclude in late 2018. Conclusions Findings of this study have the potential to shape decision making in mental health service delivery, by providing key examples of how to integrate patient data using simulation modeling. In addition, the results will provide key insights into how researchers and consultants can effectively implement simulation modeling in real-world health care organizations. International Registered Report Identifier (IRRID) RR1-10.2196/11119
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Affiliation(s)
- Katrina M Long
- Southern Synergy, Department of Psychiatry, Monash University, Dandenong, Australia
| | - Graham N Meadows
- Southern Synergy, Department of Psychiatry, Monash University, Dandenong, Australia
- Melbourne School of Population and Global Health, University of Melbourne, Melbourne, Australia
- Monash Health, Melbourne, Australia
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Gowda D, Dubroff R, Willieme A, Swan-Sein A, Capello C. Art as Sanctuary: A Four-Year Mixed-Methods Evaluation of a Visual Art Course Addressing Uncertainty Through Reflection. ACADEMIC MEDICINE : JOURNAL OF THE ASSOCIATION OF AMERICAN MEDICAL COLLEGES 2018; 93:498-509. [PMID: 30365424 DOI: 10.1097/acm.0000000000002019] [Citation(s) in RCA: 25] [Impact Index Per Article: 4.2] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 05/28/2023]
Abstract
PURPOSE Engagement with visual art is a promising modality for addressing issues of uncertainty via reflective practice, one that is being increasingly used in health science education. An elective museum-based course for first-year medical students was created by two medical schools and led by an art educator experienced in medical education. The course, Observation and Uncertainty in Art and Medicine, sought to help students explore experiences of uncertainty and to develop reflective capacity through engagement with visual art. METHOD The course was run and evaluated from 2014 to 2017, with 47 students participating over the 4 years, with 12 students enrolled per year. Before and after the course, students were given the Groningen Reflection Ability Scale (GRAS) for reflective ability, the Tolerance for Ambiguity scale for ambiguity, and Best Intentions Questionnaire for personal bias awareness, and 35 students (74%) completed all of the scales. Focus group interviews and narrative postcourse evaluations were conducted, coded, and thematically analyzed. RESULTS Statistically significant improvement was found in GRAS scores. Qualitative themes included student enhancement of observational skills, awareness of the subjectivity and uncertainty of perception, exploration of multiple points of view, and recognition of the course as a place for restoration and connection to classmates. CONCLUSIONS Incorporating visual art into medical education is an effective pedagogical method for addressing competencies central to training, including observation, reflection, and self-care.
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Affiliation(s)
- Deepthiman Gowda
- D. Gowda is director of clinical practice, Program in Narrative Medicine, director, Foundations of Clinical Medicine, and associate professor of medicine, Columbia University Vagelos College of Physicians and Surgeons, New York, New York; ORCID: http://orcid.org/0000-0001-7124-7615. R. Dubroff is assistant professor of clinical medicine, Weill Cornell Medical College, New York, New York. A. Willieme is founder and director, ArtMed inSight, Cambridge, Massachusetts. A. Swan-Sein is director, Center for Education Research and Evaluation, and assistant professor of educational assessment in pediatrics and dental medicine, Columbia University Vagelos College of Physicians and Surgeons, New York, New York; ORCID: http://orcid.org/0000-0002-3139-4626. C. Capello is associate director, Office of Curriculum and Educational Development, director, Office of Academic Assistance, and associate professor of geriatrics education in medicine, Weill Cornell Medical College, New York, New York
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Abstract
STATEMENT Simulation has had a major impact in the advancement of healthcare team training and assessment. To date, most simulation-based training and assessments focus on the teamwork behaviors that impact team performance, often ignoring critical cognitive, motivational, and affective team processes. Evidence from team science research demonstrates a strong relationship between team cognition and team performance and suggests a role for simulation in the development of this team-level construct. In this article, we synthesize research from the broader team science literature to provide foundational knowledge regarding team cognition and highlight best practices for using simulation to target team cognition.
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Han J. Team-bonding and team-bridging social capital: conceptualization and implications. TEAM PERFORMANCE MANAGEMENT 2018. [DOI: 10.1108/tpm-02-2017-0010] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
PurposeThe paper aims to propose a conceptualization of two types of team social capital: team-bonding and team-bridging social capital. Throughout the conceptual effort, the paper provides suggestions for future research avenues that link team social capital, as a distinct team-level construct, with other team research topics.Design/methodology/approachThe conceptualization of team social capital is based on a review and synthesis of prior research about social networks. The propositions about the relationships of team social capital with other team process and effectiveness variables are developed within the classical input-mediator-output framework.FindingsThe conceptualizations of team-bonding and team-bridging social capital and the common measures for each are provided. Moreover, a series of testable propositions regarding the associations between team social capital and team process, the influence of team social capital on team effectiveness and the antecedents of team social capital are made.Research limitations/implicationsBecause of the chosen research approach, the research results may lack generalizability. Therefore, researchers are encouraged to test the proposed propositions further.Originality/valueThis paper elaborates the concept of team social capital and specifies its implications to various team phenomena. With this conceptual effort, this paper has advanced our knowledge about the nature and role of team social capital in team research.
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The effects of virtualness on teamwork behavioral components: The role of shared mental models. HUMAN RESOURCE MANAGEMENT REVIEW 2017. [DOI: 10.1016/j.hrmr.2016.12.011] [Citation(s) in RCA: 18] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 12/26/2022]
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How Does Leadership Influence Quality of Care? Towards a Model of Leadership and the Organization of Work in Nursing Homes. AGEING INTERNATIONAL 2017. [DOI: 10.1007/s12126-017-9304-8] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 01/30/2023]
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Latif KF, Williams N. Team effectiveness in Non-Governmental Organizations (NGOs) projects. EVALUATION AND PROGRAM PLANNING 2017; 64:20-32. [PMID: 28525792 DOI: 10.1016/j.evalprogplan.2017.05.004] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Received: 11/20/2016] [Revised: 04/23/2017] [Accepted: 05/06/2017] [Indexed: 06/07/2023]
Abstract
The incorporation of team context into research and practice regarding team effectiveness in NGOs projects is a constant challenge. The research seeks to address the gap and identify the critical determinants of team effectiveness in projects undertaken by non-governmental organizations. Using a systematic process, the study involved both literature and focus group discussions to generate the required items. A total of 157 respondents (Team Members and Team Leaders) were part of the study that filled the questionnaires. Using exploratory factor analysis followed by confirmatory factor analysis, both convergent and discriminant validity was established. The present study found that team effectiveness in NGO social projects has a total of seven dimensions namely: Inter team coordination, community social linkage, team performance, knowledge, skills, and attitudes, leadership communication and engagement, decision making and information sharing, and team formation. There is a significant lack of research on team effectiveness in NGO projects. Where considerably large proportion of research on team effectiveness has focused on the corporate sector, the non-governmental teams have been neglected. This study clearly highlights the determinants that make up team effectiveness in NGOs. The determinants identified will help to specifically look at the effectiveness of teams in NGO projects. The study would help NGOs identify the dimensions in which they may be performing in a weaker manner and direct their energies in improving the factors.
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Affiliation(s)
- Khawaja Fawad Latif
- Department of Management Sciences, COMSATS Institute of Information Technology, Attock, Pakistan.
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Jarrett SM, Glaze RM, Schurig I, Arthur W. The Importance of Team Sex Composition in Team-Training Research Employing Complex Psychomotor Tasks. HUMAN FACTORS 2017; 59:833-843. [PMID: 28128988 DOI: 10.1177/0018720816689744] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 06/06/2023]
Abstract
OBJECTIVE The relationship between team sex composition and team performance on a complex psychomotor task was examined because these types of tasks are commonly used in the lab-based teams literature. BACKGROUND Despite well-documented sex-based differences on complex psychomotor tasks, the preponderance of studies-mainly lab based-that use these tasks makes no mention of the sex composition of teams across or within experimental conditions. METHOD A sample of 123 four-person teams with varying team sex composition learned and performed a complex psychomotor task, Steal Beasts Pro PE. Each team completed a 5-hr protocol whereby they conducted several performance missions. RESULTS The results indicated significant large mean differences such that teams with larger proportions of males had higher performance scores. CONCLUSION These findings demonstrate the potential effect of team sex composition on the validity of studies that use complex psychomotor tasks to explore and investigate team performance-related phenomena when (a) team sex composition is not a focal variable of interest and (b) it is not accounted for or controlled. APPLICATION Given the proclivity of complex psychomotor action-based tasks used in lab-based team studies, it is important to understand and control for the impact of team sex composition on team performance. When team sex composition is not controlled for, either methodologically or statistically, it may affect the validity of the results in teams studies using these types of tasks.
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Gardner AK, Scott DJ, AbdelFattah KR. Do great teams think alike? An examination of team mental models and their impact on team performance. Surgery 2017; 161:1203-1208. [DOI: 10.1016/j.surg.2016.11.010] [Citation(s) in RCA: 25] [Impact Index Per Article: 3.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 11/08/2016] [Accepted: 11/08/2016] [Indexed: 11/25/2022]
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Smith MB, Wallace JC, Vandenberg RJ, Mondore S. Employee involvement climate, task and citizenship performance, and instability as a moderator. INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT 2016. [DOI: 10.1080/09585192.2016.1184175] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/21/2022]
Affiliation(s)
- Mickey B. Smith
- Mitchell College of Business, University of South Alabama, Mobile, AL, USA
| | - J. Craig Wallace
- Spears School of Business, Oklahoma State University, Tulsa, OK, USA
| | | | - Scott Mondore
- Strategic Management Decisions, Huntersville, NC, USA
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Woods WC, Lakey B, Sain T. The role of ordinary conversation and shared activity in the main effect between perceived support and affect. EUROPEAN JOURNAL OF SOCIAL PSYCHOLOGY 2015. [DOI: 10.1002/ejsp.2149] [Citation(s) in RCA: 7] [Impact Index Per Article: 0.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/12/2022]
Affiliation(s)
| | - Brian Lakey
- Grand Valley State University; Allendale USA
| | - Travis Sain
- Grand Valley State University; Allendale USA
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Understanding the relationship between mental models, conflict and conflict asymmetry. TEAM PERFORMANCE MANAGEMENT 2015. [DOI: 10.1108/tpm-02-2015-0009] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The purpose of this study is to test theoretically based hypotheses linking task and team-shared mental models (SMMs) with multiple dimensions of conflict and conflict asymmetry. SMMs are viewed as an underlying mechanism of team processes. While current research has begun to clarify their influence on functional team processes, their influence on dysfunctional processes is still unknown.
Design/methodology/approach
– The survey was administered to 17 graduate business classes working on intense semester-long group projects. A total of 295 individual responses were received which comprised 90 (N = 90) teams.
Findings
– Results suggest that team SMMs reduce all dimensions of conflict and relationship conflict asymmetry, while task SMMs increase all dimensions of conflict and relationship conflict asymmetry.
Research limitations/implications
– This study captured the influence of SMMs on conflict at one stage of group development. Future research should examine the impact of SMMs on conflict at multiple stages of group development.
Originality/value
– This study contributes to the literature on both mental models and conflict. In addition, based on our literature review, it was the first to empirically link SMMs and conflict asymmetry.
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Fein EC, Mackie B, Chernyak-Hai L, O'Quinn CRV, Ahmed E. Six habits to enhance MET performance under stress: A discussion paper reviewing team mechanisms for improved patient outcomes. Aust Crit Care 2015; 29:104-9. [PMID: 26320090 DOI: 10.1016/j.aucc.2015.07.006] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [Abstract] [Key Words] [MESH Headings] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/27/2015] [Revised: 07/07/2015] [Accepted: 07/28/2015] [Indexed: 11/19/2022] Open
Abstract
Effective team decision making has the potential to improve the quality of health care outcomes. Medical Emergency Teams (METs), a specific type of team led by either critical care nurses or physicians, must respond to and improve the outcomes of deteriorating patients. METs routinely make decisions under conditions of uncertainty and suboptimal care outcomes still occur. In response, the development and use of Shared Mental Models (SMMs), which have been shown to promote higher team performance under stress, may enhance patient outcomes. This discussion paper specifically focuses on the development and use of SMMs in the context of METs. Within this process, the psychological mechanisms promoting enhanced team performance are examined and the utility of this model is discussed through the narrative of six habits applied to MET interactions. A two stage, reciprocal model of both nonanalytic decision making within the acute care environment and analytic decision making during reflective action learning was developed. These habits are explored within the context of a MET, illustrating how applying SMMs and action learning processes may enhance team-based problem solving under stress. Based on this model, we make recommendations to enhance MET decision making under stress. It is suggested that the corresponding habits embedded within this model could be imparted to MET members and tested by health care researchers to assess the efficacy of this integrated decision making approach in respect to enhanced team performance and patient outcomes.
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Affiliation(s)
- Erich C Fein
- School of Psychology and Counselling, University of Southern Queensland, Toowoomba, Australia.
| | - Benjamin Mackie
- School of Nursing and Midwifery, University of Southern Queensland, Toowoomba, Australia; Griffith Health Institute (GHI) & Institute for Resilient Regions (IRR), Australia
| | - Lily Chernyak-Hai
- School of Behavioural Sciences, Netanya Academic College, Netanya, Israel
| | | | - Ezaz Ahmed
- School of Business and Law, Central Queensland University, Melbourne, Australia
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Eisele P. The predictive validity of the team diagnostic survey. TEAM PERFORMANCE MANAGEMENT 2015. [DOI: 10.1108/tpm-08-2014-0049] [Citation(s) in RCA: 4] [Impact Index Per Article: 0.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– The aims of the present study were to test the predictive validity of the Swedish version of the Team Diagnostic Survey (TDS).
Design/methodology/approach
– A model with both performance and satisfaction was tested with structural equation model (SEM) analyses. Participants completing the survey were employees (N = 214) across three large workplaces. Analyses were done at the group level and data from 33 teams were included in the final data material.
Findings
– Results from validation data indicate that the TDS has satisfactory high Cronbach’s alpha values on most factors. Results from the SEM analyses show a moderate model fit for the main model. Team-level factors predict both performance and satisfaction, while organization and coaching factors do not.
Research limitations/implications
– The present study was limited to a cross-sectional design, but earlier studies have shown that the accuracy of the TDS remains consistent over time. The main purpose of this study was to test the predictive validity of the instrument. Theoretical implications of the study are that a survey can be used to get a valid overall picture of the real-life work team’s effectiveness.
Practical implications
– Practical implications of the study are that communication between researcher and/or consultant and organizational stakeholders is made easier, as the most important factors that affect team effectiveness are identified.
Originality/value
– The work on the development on TDS has shown that it is possible to use a complex instrument to diagnose work groups, and this line of research is leading the way for better instruments.
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Santos CM, Uitdewilligen S, Passos AM. A temporal common ground for learning: The moderating effect of shared mental models on the relation between team learning behaviours and performance improvement. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2015. [DOI: 10.1080/1359432x.2015.1049158] [Citation(s) in RCA: 21] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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Mohammed S, Hamilton K, Tesler R, Mancuso V, McNeese M. Time for temporal team mental models: Expanding beyond “what” and “how” to incorporate “when”. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2015. [DOI: 10.1080/1359432x.2015.1024664] [Citation(s) in RCA: 25] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
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Sander PC, van Doorn RRA, van der Pal J, Zijlstra FRH. Team adaptation to an unforeseen system failure: Limits of the potential aids of shared knowledge and standardized communication. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2015. [DOI: 10.1080/1359432x.2015.1006199] [Citation(s) in RCA: 8] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/24/2022]
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Naber AM, McDonald JN, Asenuga OA, Arthur W. Team members' interaction anxiety and team-training effectiveness: a catastrophic relationship? HUMAN FACTORS 2015; 57:163-176. [PMID: 25790576 DOI: 10.1177/0018720814538814] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.2] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 06/04/2023]
Abstract
OBJECTIVE In the present study, we examined the relationship between team members' interaction anxiety and team-training effectiveness. BACKGROUND Training in the context of teams can be focused on either individual or team outcomes. Relatedly, the individual differences of team members can hinder or facilitate the effectiveness of training for both individuals and the team as a collective. Interaction anxiety is an understudied individual difference that has been shown to be negatively related to training effectiveness in individual contexts. However, its effects in team-training contexts are yet to be investigated. METHOD A sample of 492 students in 123 four-person teams was trained to operate a complex, computer-based team task RESULTS Interaction anxiety negatively related to team cohesion and team-training effectiveness. A cusp catastrophe model fit the data and showed that teams with more than one high-interaction-anxiety member were negatively affected. CONCLUSION Interaction anxiety inhibits the social activities of team training, in turn reducing team-training effectiveness when there is more than one high-interaction-anxiety individual on the training team. APPLICATION These results highlight the importance of examining interaction anxiety as a training team compositional variable that may inhibit behaviors and team processesnecessary to capitalize on the positive social activities on which team training depends since the interaction anxiety composition of training teams may serve as an important boundary condition on the effectiveness team-training interventions.
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van der Haar S, Segers M, Jehn K, Van den Bossche P. Investigating the Relation Between Team Learning and the Team Situation Model. SMALL GROUP RESEARCH 2014. [DOI: 10.1177/1046496414558840] [Citation(s) in RCA: 24] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The development of a team situation model (TSM), a shared understanding of the current situation developed by team members moment by moment, and its impact on team effectiveness have received minor attention in team research. This study investigates a moderated mediation model including the relationship between the team learning processes of co-construction and constructive conflict, the TSM, and team effectiveness. Forty-seven emergency management command-and-control teams participated in this field study. Their task was to manage a realistic emergency simulation developed and organized by field experts. The multi-rater approach included ratings of team members, researchers, and field experts. Results show that co-construction is related to the TSM under the condition of high constructive conflict. The TSM predicts team effectiveness in terms of the quality of actions at the incident scene.
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Murase T, Carter DR, DeChurch LA, Marks MA. Mind the gap: The role of leadership in multiteam system collective cognition. LEADERSHIP QUARTERLY 2014. [DOI: 10.1016/j.leaqua.2014.06.003] [Citation(s) in RCA: 46] [Impact Index Per Article: 4.6] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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Wildman JL, Salas E, Scott CPR. Measuring cognition in teams: a cross-domain review. HUMAN FACTORS 2014; 56:911-941. [PMID: 25141596 DOI: 10.1177/0018720813515907] [Citation(s) in RCA: 23] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Abstract] [MESH Headings] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 06/03/2023]
Abstract
OBJECTIVE The purpose of this article is twofold: to provide a critical cross-domain evaluation of team cognition measurement options and to provide novice researchers with practical guidance when selecting a measurement method. BACKGROUND A vast selection of measurement approaches exist for measuring team cognition constructs including team mental models, transactive memory systems, team situation awareness, strategic consensus, and cognitive processes. METHODS Empirical studies and theoretical articles were reviewed to identify all of the existing approaches for measuring team cognition. These approaches were evaluated based on theoretical perspective assumed, constructs studied, resources required, level of obtrusiveness, internal consistency reliability, and predictive validity. RESULTS The evaluations suggest that all existing methods are viable options from the point of view of reliability and validity, and that there are potential opportunities for cross-domain use. For example, methods traditionally used only to measure mental models may be useful for examining transactive memory and situation awareness. The selection of team cognition measures requires researchers to answer several key questions regarding the theoretical nature of team cognition and the practical feasibility of each method. CONCLUSIONS We provide novice researchers with guidance regarding how to begin the search for a team cognition measure and suggest several new ideas regarding future measurement research. APPLICATIONS We provide (1) a broad overview and evaluation of existing team cognition measurement methods, (2) suggestions for new uses of those methods across research domains, and (3) critical guidance for novice researchers looking to measure team cognition.
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van der Haar S, Li J, Segers M, Jehn KA, Van den Bossche P. Evolving team cognition: The impact of team situation models on team effectiveness. EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2014. [DOI: 10.1080/1359432x.2014.942731] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.6] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/25/2022]
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E. Hoch J. Shared leadership, diversity, and information sharing in teams. JOURNAL OF MANAGERIAL PSYCHOLOGY 2014. [DOI: 10.1108/jmp-02-2012-0053] [Citation(s) in RCA: 55] [Impact Index Per Article: 5.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
Purpose
– Shared leadership is increasingly important in today's organizations. The purpose of this paper is to examine the association between shared leadership and team performance, the moderating role of demographic diversity and the mediating role of information sharing on this relationship.
Design/methodology/approach
– The research used a field study design, quantitative data of employees from two different organizations. Data were analyzed with structural equation modeling analyses.
Findings
– Shared leadership was positively associated with team performance and this association was mediated by information sharing. Demographic diversity moderated the relationship between shared leadership and team performance, such that shared leadership was more strongly associated with team performance in more diverse teams and less in less diverse teams.
Research limitations/implications
– The results found support for moderating and mediating variables, explaining under what conditions and how shared leadership is associated with team performance in organizations.
Practical implications
– The findings highlight the importance of nurturing shared leadership, in particular as teams tend to grow more diverse in our todays’ work settings. They also highlight the importance of diversity in how shared leadership unfolds its potential.
Social implications
– The research highlights that shared leadership, diversity, and information are increasingly important in today's organizations and should be considered from a more positive standpoint.
Originality/value
– This research explored the association between shared leadership, demographic diversity, and information sharing with team performance. It represents a first step in examining the moderating and mediating variables of the shared leadership and team performance association.
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Information elaboration and team performance: Examining the psychological origins and environmental contingencies. ORGANIZATIONAL BEHAVIOR AND HUMAN DECISION PROCESSES 2014. [DOI: 10.1016/j.obhdp.2014.03.005] [Citation(s) in RCA: 51] [Impact Index Per Article: 5.1] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
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The influence of individual and team cognitive ability on operators' task and safety performance: a multilevel field study in nuclear power plants. PLoS One 2013; 8:e84528. [PMID: 24391964 PMCID: PMC3877292 DOI: 10.1371/journal.pone.0084528] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/04/2013] [Accepted: 11/20/2013] [Indexed: 11/19/2022] Open
Abstract
While much research has investigated the predictors of operators' performance such as personality, attitudes and motivation in high-risk industries, its cognitive antecedents and boundary conditions have not been fully investigated. Based on a multilevel investigation of 312 nuclear power plant main control room operators from 50 shift teams, the present study investigated how general mental ability (GMA) at both individual and team level can influence task and safety performance. At the individual level, operators' GMA was predictive of their task and safety performance and this trend became more significant as they accumulated more experience. At the team level, we found team GMA had positive influences on all three performance criteria. However, we also found a "big-fish-little-pond" effect insofar as team GMA had a relatively smaller effect and inhibited the contribution of individual GMA to workers' extra-role behaviors (safety participation) compared to its clear beneficial influence on in-role behaviors (task performance and safety compliance). The possible mechanisms related to learning and social comparison processes are discussed.
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Thorgren S, Wincent J. Passion and challenging goals: drawbacks of rushing into goal-setting processes. JOURNAL OF APPLIED SOCIAL PSYCHOLOGY 2013. [DOI: 10.1111/jasp.12181] [Citation(s) in RCA: 14] [Impact Index Per Article: 1.3] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Sara Thorgren
- Entrepreneurship and Innovation; Luleå University of Technology
| | - Joakim Wincent
- Entrepreneurship and Innovation; Luleå University of Technology
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Zajac S, Gregory ME, Bedwell WL, Kramer WS, Salas E. The cognitive underpinnings of adaptive team performance in ill-defined task situations. ORGANIZATIONAL PSYCHOLOGY REVIEW 2013. [DOI: 10.1177/2041386613492787] [Citation(s) in RCA: 36] [Impact Index Per Article: 3.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/17/2022]
Abstract
As the nature of work changes due to technology, organizational restructuring, and globalization, complex tasks have emerged that necessitate the use of teams. Oftentimes, teams complete tasks that have more than one plausible solution or engage in performance episodes under uncertain circumstances. Therefore, teams are called upon to be highly adaptable to these ill-defined tasks by responding to continuous changes in the task environment. We propose that dimensions of team cognition (i.e., shared mental models and transactive memory systems) help drive adaptation. In recognition of the additional cognitive demands placed upon teams who must be highly adaptable, we believe much can be gained from taking a closer look at the facets of team-level cognitive variables. The current effort aims to provide a more comprehensive explanation of emergent cognitive states, and how they interact to drive adaptive team performance, especially within the context of ill-defined problems.
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Affiliation(s)
| | | | - Wendy L. Bedwell
- University of Central Florida, USA; University of South Florida, USA
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Kozlowski SWJ, Chao GT, Grand JA, Braun MT, Kuljanin G. Advancing Multilevel Research Design. ORGANIZATIONAL RESEARCH METHODS 2013. [DOI: 10.1177/1094428113493119] [Citation(s) in RCA: 238] [Impact Index Per Article: 21.6] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Multilevel theory and research have advanced organizational science but are limited because the research focus is incomplete. Most quantitative research examines top-down, contextual, cross-level relationships. Emergent phenomena that manifest from the bottom up from the psychological characteristics, processes, and interactions among individuals—although examined qualitatively—have been largely neglected in quantitative research. Emergence is theoretically assumed, examined indirectly, and treated as an inference regarding the construct validity of higher level measures. As a result, quantitative researchers are investigating only one fundamental process of multilevel theory and organizational systems. This article advances more direct, dynamic, and temporally sensitive quantitative research methods designed to unpack emergence as a process. We argue that direct quantitative approaches, largely represented by computational modeling or agent-based simulation, have much to offer with respect to illuminating the mechanisms of emergence as a dynamic process. We illustrate how indirect and direct approaches can be complementary and, appropriately integrated, have the potential to substantially advance theory and research. We conclude with a set of recommendations for advancing multilevel research on emergent phenomena in teams and organizations.
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Affiliation(s)
| | - Georgia T. Chao
- Department of Management, Michigan State University, East Lansing, MI, USA
| | - James A. Grand
- College of Health Professions and Psychology Department, University of Akron, Akron, OH, USA
| | - Michael T. Braun
- School of Psychology, Georgia Institute of Technology, Atlanta, GA, USA
| | - Goran Kuljanin
- Department of Management, DePaul University, Chicago, IL, USA
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50
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Paletz SBF, Kim KH, Schunn CD, Tollinger I, Vera A. Reuse and Recycle: The Development of Adaptive Expertise, Routine Expertise, and Novelty in a Large Research Team. APPLIED COGNITIVE PSYCHOLOGY 2013. [DOI: 10.1002/acp.2928] [Citation(s) in RCA: 11] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Affiliation(s)
- Susannah B. F. Paletz
- Center for Advanced Study of Language; University of Maryland; College Park; MD, USA
| | - Kevin H. Kim
- School of Education; University of Pittsburgh; Pittsburgh; PA; USA
| | - Christian D. Schunn
- Learning Research and Development Center; University of Pittsburgh; Pittsburgh; PA; USA
| | - Irene Tollinger
- Human Systems Integration Division; NASA Ames Research Center; Moffett Field; CA; USA
| | - Alonso Vera
- Human Systems Integration Division; NASA Ames Research Center; Moffett Field; CA; USA
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