Adaptive Team Performance: The Influence of Membership Fluidity on Shared Team Cognition

Composition considerations for fluid teams: a review

The need exists to better understand how to comprise fluid teams-teams that are assembled on short notice, from members with little to no familiarity, who come together to carry out a time-limited task, and then disband. Due to the ever-increasing complexity of the modern workplace, the demand for these types of fluid teams is growing in task domains such as the military, aviation, healthcare, and industry. The aim of this paper is to review the team composition literature to shed light on composition considerations for forming fluid teams.

Should the existing science of teams be applied to fluid teams? An exploration of fluid team effectiveness within the context of healthcare simulation

Introduction

Fluid teams have become increasingly prevalent and necessary for modern-day issues, yet they differ from more traditional teams, on which much of the current teams literature is based. For example, fluid teams are often comprised of members from different disciplines or organizational divisions who do not have a shared history or future, as they come together to perform a critical, time-sensitive task, and then disband. For these reasons, the mechanisms through which they function and perform may differ from those of more traditional teams, and research is needed to better understand these differences.

Methods

To this end, this study utilized critical incident techniques and thematic analysis to examine fluid teams within healthcare, one of the primary contexts in which they are prevalent. Interdisciplinary faculty and students in the medical field who encounter fluid teams within simulation-based education were prompted to reflect on key factors that facilitate or hinder fluid team effectiveness.

Results

Primary themes extracted pertained to the conditions fluid teams operate within (e.g., high-stress), the behaviors and emergent states that contribute to their success (e.g., communication), and the KSAO's of value for members of fluid teams to possess (e.g., readiness). These themes were then compared to existing literature, yielding the identification of some similarities but also many important differences between fluid and traditional teams.

Discussion

A series of practical recommendations for how to promote fluid team effectiveness is then presented.

Individual characteristics on multicultural team performance: does the role played by leaders and team members matter?

The main purpose of this study was to analyze the impact of individual characteristics of cultural sensitivity, adaptability, cohesion, and cultural diversity on the multicultural team performance. Also, we analyzed the moderating effect of being a team member or a team leader on the relationships mentioned above. To test out hipotheses, data were collected from 415 members of multicultural teams specifically, from 304 team members and 111 leaders. The findings provided evidence to support a positive relationship between cultural sensitivity, adaptability, cohesion, and team performance. Cultural diversity did not show a significant impact on team performance. The study also showed that the leaders and members had different perceptions about the factors that influence team performance. For instance, team members consider that cohesion influences team performance, while leaders consider adaptability as the key factor to achieve performance. Main implications from findings are discussed.

What can we learn from COVID-19?: examining the resilience of primary care teams

Introduction

The COVID-19 pandemic continues to place an unprecedented strain on the US healthcare system, and primary care is no exception. Primary care services have shifted toward a team-based approach for delivering care in the last decade. COVID-19 placed extraordinary stress on primary care teams at the forefront of the pandemic response efforts. The current work applies the science of effective teams to examine the impact of COVID-19-a crisis or adverse event-on primary care team resilience.

Methods

Little empirical research has been done testing the theory of team resilience during an extremely adverse crisis event in an applied team setting. Therefore, we conducted an archival study by using large-scale national data from the Veterans Health Administration to understand the characteristics and performance of 7,023 Patient Aligned Care Teams (PACTs) during COVID-19.

Results

Our study found that primary care teams maintained performance in the presence of adversity, indicating possible team resilience. Further, team coordination positively predicted team performance (B = 0.53) regardless of the level of adversity a team was experiencing.

Discussion

These findings in turn attest to the need to preserve team coordination in the presence of adversity. Results carry implications for creating opportunities for teams to learn and adjust to an adverse event to maintain performance and optimize team-member well-being. Teamwork can act as a protective factor against high levels of workload, burnout, and turnover, and should be studied further for its role in promoting team resilience.

Temporal Team Mental Model and Performance: From the Perspective of Team Process

This paper, based on the survey data of 506 knowledge-based innovation team leaders, employed the regression model and adopted the bootstrap method, to explore the influence of the temporal team mental model on team performance from the perspective of team process. The study results showed that the temporal team mental model has a significant positive predictive effect on team performance; behavioral integration has a mediating effect between temporal team mental model and team performance; task complexity positively moderates the relationship between behavioral integration and team performance and moderates the mediating effects of behavioral integration.

Do we agree on who is playing the ball? Developing a video-based measurement for Shared Mental Models in tennis doubles

Sport teams work in complex environments in which each member's tasks are mutually dependent on those of the others. To function effectively, expert teams generate Shared Mental Models (SMMs) to help adapt their own behavior to that of the others and master upcoming actions. Although SMMs have been discussed in domains such as organizations, there is still little research in the context of sport. One reason for this is that measurement methods have failed to incorporate the dynamic nature of the sport context. This study reports on the development of a video-based measurement of SMMs in tennis doubles. It examined the quality criteria first in a pilot and then in a main study. The final video-based measurement consists of 35 tennis doubles video clips requiring decisions on ball-taking behavior in two conditions (Self and Partner). In the condition Self, participants reported their own responses; in the condition Partner, those of their partner. The main study analyzed 29 male tennis teams with a mean age of 34.57 years (SD = 12.25) and a mean of 22.79 years (SD = 10.49) tennis experience. SMMs were analyzed for each partner as the inter-player agreement (Self-Partner) and averaged for each team. After completing the video-based measurement, participants filled out questionnaires on SMMs, team trust, and demographics. Results indicated that not only the split-half reliability (r = .49), the content validity (ηp2 = .23), the inter-player agreement (r = .63), and the inter-player agreement and accuracy (r = .61), but also the feasibility of the measurement were good. However, no relationships to the proposed convergent or criterial validity measures were found. In sum, measuring SMMs with a video-based test is possible and a promising method. No relationship to the frequently used questionnaires was found, suggesting that the two target different parts of SMMs. Future research should carefully examine and choose the appropriate measurement.

Into the fray: Adaptive approaches to studying novel teamwork forms

Novel forms of teamwork—created by rapid change and growing diversity among collaborators—are increasingly common, and they present substantial methodological challenges for research. We highlight two aspects of new team forms that challenge conventional methods. Factors pertaining to change (e.g., in membership) create entitativity challenges such as whom to count as team members, while factors pertaining to difference (e.g., in expertise) create concordance challenges such as how to interpret disagreement in groups. We review research methods that are well-suited to each of these specific challenges. We identify the particular challenges of studying teams that exhibit high difference and change simultaneously and call for adaptive methods that enable insight into how they work. Clarity about the dimensions of deviation from ideal team forms, along with shared terminology, will help researchers make and discuss tough methodological choices and assist reviewers in evaluating them.