Planning and performance in teams: A Bayesian meta-analytic structural equation modeling approach

We meta-analyzed the relationship between team planning and performance moderated by task, team, context, and methodological factors. For testing our hypothesized model, we used a meta-analytic structural equation modeling approach. Based on K = 33 independent samples (N = 1,885 teams), a mixed-effects model indicated a non-zero moderate positive effect size (ρ = .31, 95% CI [.20, .42]). Methodological quality, generally rated as adequate, was unrelated to effect size. Sensitivity analyses suggest that effect sizes were robust to exclusion of any individual study and publication bias. The statistical power of the studies was generally low and significantly moderated the relationship, with a large positive relationship for studies with high-powered (k = 42, ρ = .40, 95% CI [.27, .54]) and a smaller, significant relationship for low-powered studies (k = 54, ρ = .16, 95% CI [.01, .30]). The effect size was robust and generally not qualified by a large number of moderators, but was more pronounced for less interdependent tasks, less specialized team members, and assessment of quality rather than quantity of planning. Latent class analysis revealed no qualitatively different subgroups within populations. We recommend large-scale collaboration to overcome several methodological weaknesses of the current literature, which is severely underpowered, potentially biased by self-reporting data, and lacks long-term follow-ups.

Collective Intelligence in Design Crowdsourcing

This study investigates how collective intelligence emerges in crowdsourcing for architectural design. Previous studies have revealed that collective intelligence emerges from collaboration and can outperform individual intelligence. As design is a highly collaborative practice, collective intelligence plays a vital role in the design process. In this study, we compare the structure of two architectural design crowdsourcing systems using several methods. The results of the analysis suggest that design crowdsourcing systems can give rise to the following three types of collective intelligence: (1) discussive, which emerges from an conversation between designers and clients; (2) synthetic, which emerges from a parallel and sequential design development; and (3) evaluative, which is based on the wisdom of the crowd in evaluating and selecting designs. The article concludes with recommendations for collaborative design method.

The Benefits of Early Diverse and Late Shared Task Cognition

To perform well over time, teams must balance competing needs—the need to make quality decisions and the need to coordinate action. However, these elements are paradoxically related because the processes that improve one can inhibit the other. The present article examines the role of task accomplishment phases as moderating the value of cognitive structure on teams’ performance trajectory and end-state performance. Using student teams engaged in a business simulation, we find that heterogeneous task cognition is beneficial in the strategizing phase, but that this effect reverses during the implementation–adjustment phase when homogeneous task cognition becomes more useful. In addition, we examine action processes as a substitute for homogeneous task cognition during implementation–adjustment and propose that teams can overcome suboptimal cognitive configurations. We discuss the implications of our research in terms of what is important for team performance.

The dual nature of adaptive coordination in teams

Adaptive team coordination is a central topic in the team dynamics literature. Most team adaptation research to date addresses team responses to demands for flexibility triggered by dynamic external forces. Little explicit attention has been paid to demands for stability created by continued pressures on efficiency and control. To capture this dual nature of adaptive coordination, we propose to characterize adaptation triggers in terms of stability and flexibility demands and suggest four modes of adaptive coordination that enable teams to adequately balance these demands. Grounded in team as well as organizational literatures, we explicate the specific patterns of coordination mechanisms comprising each mode of coordination, termed experiential, exploitative, exploratory, and ambidextrous coordination. The new insights offered into team adaptive coordination can spur research that further integrates team and organizational perspectives on adaptation processes.

Mapping the Terrain

My article examines how researchers use video recordings to gain insight into organizational phenomena. I conduct a literature review of articles published from 1990 to 2015 in six top-tier organizational journals: Academy of Management Journal, Administrative Science Quarterly, Journal of Management Studies, Organization Science, Organization Studies, and Strategic Management Journal. My review identifies 56 articles where video was central to the research design. My analysis demonstrates how researchers used the audible, visible, and timing affordances of video recordings to investigate organizational phenomena, including rhetoric, emotion, group interactions, and workplace studies. By exploring how researchers studied these phenomena, I show how video illuminates aspects of situated action and interaction that are difficult to evaluate using other kinds of data. My review contributes to the literature on video in organization studies by providing an overview of video-based research in these journals, highlighting the diversity of approaches used to collect and analyze video, and illustrating some of the ways that video helped to advance knowledge around organizational phenomena.

Helping fluid teams work: A research agenda for effective team adaptation in healthcare

Although membership changes within teams are a common practice, research into this phenomenon is relatively nascent (Summers et al.; Acad Manag J 55:314-338, 2012). The small literature base, however, does provide insight into skills required for effective adaptation. The purpose of this effort is to provide a brief research synopsis, leading to research hypotheses about medical team training. By generalizing previous scientific findings regarding skills required for effective membership adaptation in different kinds of teams, we posit mechanisms whereby teamwork training might also support adaptation among medical teams (Burke et al.; Qual & Saf Health Care 13:i96-i104, 2004 and Salas et al.; Theor Issues Ergon Sci 8:381-394, 2007). We provide an overview of the membership change literature. Drawing upon literature from both within and outside of the medical domain, we suggest a framework and research propositions to aid in research efforts designed to determine the best content for helping to create adaptable medical teams through team training efforts. For effective adaptation, we suggest ad hoc teams should be trained on generalizable teamwork skills, to share just "enough" and the "right" information, to engage in shared leadership, and to shift from explicit to implicit coordination. Our overarching goal was to present what is known from the general research literature on successful team adaptation to membership changes, and to propose a research agenda to evaluate whether findings generalize to member changes in medical teams.

Evidence of Structure-Specific Teamwork Requirements and Implications for Team Design

This article reports an experiment using the C3Fire microworld—a functional simulation of command and control in a complex and dynamic environment—in which 24 three-person teams were organized according to either a functional or multifunctional allocation of roles. We proposed a quantitative approach for estimating teamwork requirements and comparing them across team structures. Two multiple linear regression models were derived from the experimental data, one for each team structure. Both models provided excellent fits to the data. The regression coefficients revealed key similarities and some major differences across team structures. The two most important predictors were monitoring effectiveness and coordination effectiveness regardless of team structure. Communication frequency was a positive predictor of performance in the functional structure but a negative predictor in the multifunctional structure. In regard to communication content, the proportion of goal-oriented communications was found to be a positive predictor of team performance in functional teams and a weak negative predictor of team performance in multifunctional teams. Mental load was a useful predictor in functional teams but not in multifunctional teams. Results show that this method is useful for estimating teamwork requirements and support the claim that teamwork requirements can vary as a function of team structure.

Evidence for a collective intelligence factor in the performance of human groups

Psychologists have repeatedly shown that a single statistical factor--often called "general intelligence"--emerges from the correlations among people's performance on a wide variety of cognitive tasks. But no one has systematically examined whether a similar kind of "collective intelligence" exists for groups of people. In two studies with 699 people, working in groups of two to five, we find converging evidence of a general collective intelligence factor that explains a group's performance on a wide variety of tasks. This "c factor" is not strongly correlated with the average or maximum individual intelligence of group members but is correlated with the average social sensitivity of group members, the equality in distribution of conversational turn-taking, and the proportion of females in the group.

Using complexity to promote group learning in health care

RATIONALE

Multidisciplinary groups are common in the health care arena, from operating teams to mental health treatment groups to guideline development groups. Differences among group members in information, background, training and skills can potentially help groups reach good decisions and complete complex tasks in variable circumstances. Too often, however, differences in values, status and preferences prevent these groups from achieving the potential benefits of diversity, marooning them instead in an unproductive fixed state.

AIM

Drawing on the literature on diversity and complex adaptive systems, we discuss how to improve the functioning of multidisciplinary groups by increasing the spontaneous flow of information and energy to shift groups into the complex state.

CONCLUSION

Differentiation needs to be balanced by integration. Differences that pose obstacles need to be transformed into gradients to achieve complex self-organization and effective group coordination.