FY05 HPCRM Annual Report: High-Performance Corrosion-Resistant Iron-Based Amorphous Metal Coatings

Energy Technology Data Exchange (ETDEWEB)

Farmer, J; Choi, J; Haslam, J; Day, S; Yang, N; Headley, T; Lucadamo, G; Yio, J; Chames, J; Gardea, A; Clift, M; Blue, G; Peters, W; Rivard, J; Harper, D; Swank, D; Bayles, R; Lemieux, E; Brown, R; Wolejsza, T; Aprigliano, L; Branagan, D; Marshall, M; Meacham, B; Aprigliano, L; Branagan, D; Marshall, M; Meacham, B; Lavernia, E; Schoenung, J; Ajdelsztajn, L; Dannenberg, J; Graeve, O; Lewandowski, J; Perepezko, J; Hildal, K; Kaufman, L; Boudreau, J

2007-09-20

New corrosion-resistant, iron-based amorphous metals have been identified from published data or developed through combinatorial synthesis, and tested to determine their relative corrosion resistance. Many of these materials can be applied as coatings with advanced thermal spray technology. Two compositions have corrosion resistance superior to wrought nickel-based Alloy C-22 (UNS No. N06022) in some very aggressive environments, including concentrated calcium-chloride brines at elevated temperature. Two Fe-based amorphous metal formulations have been found that appear to have corrosion resistance comparable to, or better than that of Ni-based Alloy C-22, based on breakdown potential and corrosion rate. Both Cr and Mo provide corrosion resistance, B enables glass formation, and Y lowers critical cooling rate (CCR). SAM1651 has yttrium added, and has a nominal critical cooling rate of only 80 Kelvin per second, while SAM2X7 (similar to SAM2X5) has no yttrium, and a relatively high critical cooling rate of 610 Kelvin per second. Both amorphous metal formulations have strengths and weaknesses. SAM1651 (yttrium added) has a low critical cooling rate (CCR), which enables it to be rendered as a completely amorphous thermal spray coating. Unfortunately, it is relatively difficult to atomize, with powders being irregular in shape. This causes the powder to be difficult to pneumatically convey during thermal spray deposition. Gas atomized SAM1651 powder has required cryogenic milling to eliminate irregularities that make flow difficult. SAM2X5 (no yttrium) has a high critical cooling rate, which has caused problems associated with devitrification. SAM2X5 can be gas atomized to produce spherical powders of SAM2X5, which enable more facile thermal spray deposition. The reference material, nickel-based Alloy C-22, is an outstanding corrosion-resistant engineering material. Even so, crevice corrosion has been observed with C-22 in hot sodium chloride environments without buffer or inhibitor. Comparable metallic alloys such as SAM2X5 and SAM1651 may also experience crevice corrosion under sufficiently harsh conditions. Accelerated crevice corrosion tests are now being conducted to intentionally induce crevice corrosion, and to determine those environmental conditions where such localized attack occurs. Such materials are extremely hard, and provide enhanced resistance to abrasion and gouges (stress risers) from backfill operations, and possibly even tunnel boring. The hardness of Type 316L Stainless Steel is approximately 150 VHN, that of Alloy C-22 is approximately 250 VHN, and that of HVOF SAM2X5 ranges from 1100-1300 VHN. These new materials provide a viable coating option for repository engineers. SAM2X5 and SAM1651 coatings can be applied with thermal spray processes without any significant loss of corrosion resistance. Both Alloy C-22 and Type 316L stainless lose their resistance to corrosion during thermal spraying. Containers for the transportation, storage and disposal of spent nuclear fuel (SNF) and high-level radioactive waste (HLW) with corrosion resistant coatings are envisioned. For example, an enhanced multi-purpose container (MPC) could be made with such coatings, leveraging existing experience in the fabrication of such containers. These coating materials could be used to protect the final closure weld on SNF/HLW disposal containers, eliminate need for stress mitigation. Integral drip shield could be produced by directly spraying it onto the disposal container, thereby eliminating the need for an expensive titanium drip shield. In specific areas where crevice corrosion is anticipated, such as the contact point between the disposal container and pallet, HVOF coatings could be used to buildup thickness, thereby selectively adding corrosion life where it is needed. Both SAM2X5 & SAM1651 have high boron content which enable them to absorb neutrons and therefore be used for criticality control in baskets. Alloy C-22 and 316L have no neutron absorber, and cannot be used for such functions. Borated stainless steel and G

FY05 HPCRM Annual Report: High-Performance Corrosion-Resistant Iron-Based Amorphous Metal Coatings

International Nuclear Information System (INIS)

Farmer, J; Choi, J; Haslam, J; Day, S; Yang, N; Headley, T; Lucadamo, G; Yio, J; Chames, J; Gardea, A; Clift, M; Blue, G; Peters, W; Rivard, J; Harper, D; Swank, D; Bayles, R; Lemieux, E; Brown, R; Wolejsza, T; Aprigliano, L; Branagan, D; Marshall, M; Meacham, B; Aprigliano, L; Branagan, D; Marshall, M; Meacham, B; Lavernia, E; Schoenung, J; Ajdelsztajn, L; Dannenberg, J; Graeve, O; Lewandowski, J; Perepezko, J; Hildal, K; Kaufman, L; Boudreau, J

2007-01-01

New corrosion-resistant, iron-based amorphous metals have been identified from published data or developed through combinatorial synthesis, and tested to determine their relative corrosion resistance. Many of these materials can be applied as coatings with advanced thermal spray technology. Two compositions have corrosion resistance superior to wrought nickel-based Alloy C-22 (UNS No. N06022) in some very aggressive environments, including concentrated calcium-chloride brines at elevated temperature. Two Fe-based amorphous metal formulations have been found that appear to have corrosion resistance comparable to, or better than that of Ni-based Alloy C-22, based on breakdown potential and corrosion rate. Both Cr and Mo provide corrosion resistance, B enables glass formation, and Y lowers critical cooling rate (CCR). SAM1651 has yttrium added, and has a nominal critical cooling rate of only 80 Kelvin per second, while SAM2X7 (similar to SAM2X5) has no yttrium, and a relatively high critical cooling rate of 610 Kelvin per second. Both amorphous metal formulations have strengths and weaknesses. SAM1651 (yttrium added) has a low critical cooling rate (CCR), which enables it to be rendered as a completely amorphous thermal spray coating. Unfortunately, it is relatively difficult to atomize, with powders being irregular in shape. This causes the powder to be difficult to pneumatically convey during thermal spray deposition. Gas atomized SAM1651 powder has required cryogenic milling to eliminate irregularities that make flow difficult. SAM2X5 (no yttrium) has a high critical cooling rate, which has caused problems associated with devitrification. SAM2X5 can be gas atomized to produce spherical powders of SAM2X5, which enable more facile thermal spray deposition. The reference material, nickel-based Alloy C-22, is an outstanding corrosion-resistant engineering material. Even so, crevice corrosion has been observed with C-22 in hot sodium chloride environments without buffer or inhibitor. Comparable metallic alloys such as SAM2X5 and SAM1651 may also experience crevice corrosion under sufficiently harsh conditions. Accelerated crevice corrosion tests are now being conducted to intentionally induce crevice corrosion, and to determine those environmental conditions where such localized attack occurs. Such materials are extremely hard, and provide enhanced resistance to abrasion and gouges (stress risers) from backfill operations, and possibly even tunnel boring. The hardness of Type 316L Stainless Steel is approximately 150 VHN, that of Alloy C-22 is approximately 250 VHN, and that of HVOF SAM2X5 ranges from 1100-1300 VHN. These new materials provide a viable coating option for repository engineers. SAM2X5 and SAM1651 coatings can be applied with thermal spray processes without any significant loss of corrosion resistance. Both Alloy C-22 and Type 316L stainless lose their resistance to corrosion during thermal spraying. Containers for the transportation, storage and disposal of spent nuclear fuel (SNF) and high-level radioactive waste (HLW) with corrosion resistant coatings are envisioned. For example, an enhanced multi-purpose container (MPC) could be made with such coatings, leveraging existing experience in the fabrication of such containers. These coating materials could be used to protect the final closure weld on SNF/HLW disposal containers, eliminate need for stress mitigation. Integral drip shield could be produced by directly spraying it onto the disposal container, thereby eliminating the need for an expensive titanium drip shield. In specific areas where crevice corrosion is anticipated, such as the contact point between the disposal container and pallet, HVOF coatings could be used to buildup thickness, thereby selectively adding corrosion life where it is needed. Both SAM2X5 and SAM1651 have high boron content which enable them to absorb neutrons and therefore be used for criticality control in baskets. Alloy C-22 and 316L have no neutron absorber, and cannot be used for such functions. Borated stainless steel and G

Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams.

Science.gov (United States)

van der Haar, Selma; Koeslag-Kreunen, Mieke; Euwe, Eline; Segers, Mien

2017-04-01

Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader's verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

Science.gov (United States)

van der Haar, Selma; Koeslag-Kreunen, Mieke; Euwe, Eline; Segers, Mien

2017-01-01

Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time. PMID:28490856

The Impact of a Good Season Start on Team Performance in Elite Handball

Directory of Open Access Journals (Sweden)

Lago-Peñas Carlos

2016-04-01

Full Text Available The aim of the current study was (i to identify how important was a good season start in relation to elite handball teams’ performance, and (ii to examine if this impact was related to the clubs’ financial budget. The match performances and annual budgets of all teams were collected from the Spanish Professional Handball League during ten seasons. The dependent variable was the difference between the ranking of each team in accordance to the annual budget and the ranking of each team at the end of the season. A k-means cluster analysis classified the clubs according to their budget as High Range Budget Clubs (HRBC, Upper-Mid Range Budget Clubs (UMRBC, Lower-Mid Range Budget Clubs (LMRBC and Low Range Budget Clubs (LRBC. Data were examined through linear regression models. Overall, the results suggested that the better the team performance at the beginning of the season, the better the ranking at the end of the season. Each position in the ranking above expected in accordance to the budget of the teams in Rounds 3, 4 or 5 improved by 0.47, 0.50 or 0.49, respectively, in the ranking at the end of the season (p<0.05. However, the impact of the effect depended on the clubs’ annual budget. For UMRBC, LMRBC and LRBC a good start to the season had a positive effect on the final outcome (p<0.05. Nevertheless, for HRBC, a good or a bad start of the season did not explain their final position. These variables can be used to develop accurate models to estimate final rankings. UMRBC, LMRBC and LRBC can benefit from fine-tuning preseason planning in order to accelerate the acquisition of optimal performances.

FY05 HPCRM Annual Report: High-Performance Corrosion-Resistant Iron-Based Amorphous Metal Coatings Evaluation of Corrosion Resistance FY05 HPCRM Annual Report No. Rev. 1DOE-DARPA Co-Sponsored Advanced Materials Program

International Nuclear Information System (INIS)

Farmer, J C; Haslam, J J; Day, S D

2007-01-01

New corrosion-resistant, iron-based amorphous metals have been identified from published data or developed through combinatorial synthesis, and tested to determine their relative corrosion resistance. Many of these materials can be applied as coatings with advanced thermal spray technology. Two compositions have corrosion resistance superior to wrought nickel-based Alloy C-22 (UNS No. N06022) in some very aggressive environments, including concentrated calcium-chloride brines at elevated temperature. Two Fe-based amorphous metal formulations have been found that appear to have corrosion resistance comparable to, or better than that of Ni-based Alloy C-22, based on breakdown potential and corrosion rate. Both Cr and Mo provide corrosion resistance, B enables glass formation, and Y lowers critical cooling rate (CCR). SAM1651 has yttrium added, and has a nominal critical cooling rate of only 80 Kelvin per second, while SAM2X7 (similar to SAM2X5) has no yttrium, and a relatively high critical cooling rate of 610 Kelvin per second. Both amorphous metal formulations have strengths and weaknesses. SAM1651 (yttrium added) has a low critical cooling rate (CCR), which enables it to be rendered as a completely amorphous thermal spray coating. Unfortunately, it is relatively difficult to atomize, with powders being irregular in shape. This causes the powder to be difficult to pneumatically convey during thermal spray deposition. Gas atomized SAM1651 powder has required cryogenic milling to eliminate irregularities that make flow difficult. SAM2X5 (no yttrium) has a high critical cooling rate, which has caused problems associated with devitrification. SAM2X5 can be gas atomized to produce spherical powders of SAM2X5, which enable more facile thermal spray deposition. The reference material, nickel-based Alloy C-22, is an outstanding corrosion-resistant engineering material. Even so, crevice corrosion has been observed with C-22 in hot sodium chloride environments without buffer or inhibitor. Comparable metallic alloys such as SAM2X5 and SAM1651 may also experience crevice corrosion under sufficiently harsh conditions. Accelerated crevice corrosion tests are now being conducted to intentionally induce crevice corrosion, and to determine those environmental conditions where such localized attack occurs. Such materials are extremely hard, and provide enhanced resistance to abrasion and gouges (stress risers) from backfill operations, and possibly even tunnel boring. The hardness of Type 316L Stainless Steel is approximately 150 VHN, that of Alloy C-22 is approximately 250 VHN, and that of HVOF SAM2X5 ranges from 1100-1300 VHN. These new materials provide a viable coating option for repository engineers. SAM2X5 and SAM1651 coatings can be applied with thermal spray processes without any significant loss of corrosion resistance. Both Alloy C-22 and Type 316L stainless lose their resistance to corrosion during thermal spraying. Containers for the transportation, storage and disposal of spent nuclear fuel (SNF) and high-level radioactive waste (HLW) with corrosion resistant coatings are envisioned. For example, an enhanced multi-purpose container (MPC) could be made with such coatings, leveraging existing experience in the fabrication of such containers. These coating materials could be used to protect the final closure weld on SNF/HLW disposal containers, eliminate need for stress mitigation. Integral drip shield could be produced by directly spraying it onto the disposal container, thereby eliminating the need for an expensive titanium drip shield. In specific areas where crevice corrosion is anticipated, such as the contact point between the disposal container and pallet, HVOF coatings could be used to buildup thickness, thereby selectively adding corrosion life where it is needed. Both SAM2X5 and SAM1651 have high boron content which enable them to absorb neutrons and therefore be used for criticality control in baskets. Alloy C-22 and 316L have no neutron absorber, and cannot be used for such functions. Borated stainless steel and G

Evaluating the Relationship between Team Performance and Joint Attention with Longitudinal Multivariate Mixed Models

Science.gov (United States)

2016-09-23

Sweller, J. (2005). Cognitive load theory and complex learning: Recent developments and future directions. Educational Psychology Review, 17(2), 147–177...Relationship between Team Performance and Joint Attention with Longitudinal Multivariate Mixed Models 5a. CONTRACT NUMBER FA8650-14-D-6501-0009 5b...Annual Meeting, 19-23 September 2016. 14. Previous research indicates that measures of joint attention provide unique insight into team cognition

Obtaining your annual internal taxation certificate

CERN Document Server

2006-01-01

(cf. Article R IV 2.04 of the Staff Regulations) Your annual internal taxation certificate will state the taxable amount of your CERN remuneration, payments and other financial benefits and the amount of tax levied by the Organization during the previous financial year. In France, your tax return must be accompanied by this certificate. Current Members of the Personnel (including Members of the Personnel participating in a pre-retirement programme): - You will receive an e-mail containing a link to your printable annual certificate, which will be stored together with your pay and leave statements (e-Payslips). - You can also access your annual certificate via https://hrt.cern.ch (open 'My Payslips' at the bottom of the main menu.) - If you experience any technical difficulties in accessing your annual certificate (e.g. invalid AIS login or password), please contact CERN's AIS support team at ais.support@cern.ch. Former Members of the Personnel:- If you remember your AIS login and password, you can acc...

When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams.

Science.gov (United States)

Van Hooft, Edwin A J; Van Mierlo, Heleen

2018-01-01

Models of team development have indicated that teams typically engage in task delay during the first stages of the team's life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams' composition in terms of individual-level trait procrastination, as well as the teams' motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members' stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams' collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

AmeriFlux Measurement Network: Science Team Research

Energy Technology Data Exchange (ETDEWEB)

Law, B E

2012-12-12

Research involves analysis and field direction of AmeriFlux operations, and the PI provides scientific leadership of the AmeriFlux network. Activities include the coordination and quality assurance of measurements across AmeriFlux network sites, synthesis of results across the network, organizing and supporting the annual Science Team Meeting, and communicating AmeriFlux results to the scientific community and other users. Objectives of measurement research include (i) coordination of flux and biometric measurement protocols (ii) timely data delivery to the Carbon Dioxide Information and Analysis Center (CDIAC); and (iii) assurance of data quality of flux and ecosystem measurements contributed by AmeriFlux sites. Objectives of integration and synthesis activities include (i) integration of site data into network-wide synthesis products; and (ii) participation in the analysis, modeling and interpretation of network data products. Communications objectives include (i) organizing an annual meeting of AmeriFlux investigators for reporting annual flux measurements and exchanging scientific information on ecosystem carbon budgets; (ii) developing focused topics for analysis and publication; and (iii) developing data reporting protocols in support of AmeriFlux network goals.

Annual Report 2002 of Warsaw University, Heavy Ion Laboratory

International Nuclear Information System (INIS)

2003-01-01

The Annual Report of Warsaw University Heavy Ion Laboratory is the overview of the Laboratory and assembly of scientific activities of the team especially in the range of instrumental development, experiments and experimental set-ups and experiments using outside facilities of Warsaw Cyclotron

When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams

Science.gov (United States)

Van Hooft, Edwin A. J.; Van Mierlo, Heleen

2018-01-01

Models of team development have indicated that teams typically engage in task delay during the first stages of the team’s life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams’ composition in terms of individual-level trait procrastination, as well as the teams’ motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members’ stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams’ collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination. PMID:29674991

When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams

Directory of Open Access Journals (Sweden)

Edwin A. J. Van Hooft

2018-04-01

Full Text Available Models of team development have indicated that teams typically engage in task delay during the first stages of the team’s life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams’ composition in terms of individual-level trait procrastination, as well as the teams’ motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy predicted team procrastination. Team procrastination related positively to team members’ stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams’ collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

Team Learning and Team Composition in Nursing

Science.gov (United States)

Timmermans, Olaf; Van Linge, Roland; Van Petegem, Peter; Elseviers, Monique; Denekens, Joke

2011-01-01

Purpose: This study aims to explore team learning activities in nursing teams and to test the effect of team composition on team learning to extend conceptually an initial model of team learning and to examine empirically a new model of ambidextrous team learning in nursing. Design/methodology/approach: Quantitative research utilising exploratory…

The Research of Self-Management Team and Superior-Direction Team in Team Learning Influential Factors

OpenAIRE

Zhang Wei

2013-01-01

Team learning is a cure for bureaucracy; it facilitates team innovation and team performance. But team learning occurs only when necessary conditions were met. This research focused on differences of team learning influential factors between self-management team and superior-direction team. Four variables were chosen as predictors of team learning though literature review and pilot interview. The 4 variables are team motivation, team trust, team conflict and team leadership. Selected 54 self ...

The impact of team familiarity and team leader experience on team coordination errors: A panel analysis of professional basketball teams

NARCIS (Netherlands)

Sieweke, Jost; Zhao, B.

2015-01-01

To explore the dynamics involved in team coordination, we examine the impact of team familiarity and team leader experience on team coordination errors (TCEs). We argue that team familiarity has a U-shaped effect on TCEs. We study the moderating effects of team leader prior experience and team

14th Annual Small Business Conference

Science.gov (United States)

2010-11-18

Government Contracting, Small Business Administration 5:45 pm - 7:45 pm RECEPTION IN DISPLAY AREA 14TH ANNUAL SMALL BUSINESS CONFERENCE...as a lobbyist for a large multi-national conglomerate that included among its subsidiaries movie companies, sports teams, financial services companies...Past Performance /Small Business Participation > M.1 Basis of Award: The Government plans to award a single contract for the Fighting Trailer

Missouri Agricultural Energy Saving Team-A Revolutionary Opportunity (MAESTRO)

Energy Technology Data Exchange (ETDEWEB)

McIntosh, Jane [MDA; Schumacher, Leon [University of Missouri

2014-10-23

buildings, and the homes on these farms. The expected measurable outcomes of the project were to improve the environment and stimulate the economy by: • Reducing annual fossil fuel emissions by 1,942 metric tons of carbon dioxide equivalent, reducing the total annual energy use on at least 323 small animal farms and 100 farm homes by at least 8,000 kWh and 2,343 therms per farm. • Stimulating the economy by creating or retaining at least 69 jobs, and saving small animal farmers an average of $2,071 per farm in annual energy expenditures. B. Project Scope The MAESTRO team chose the target population of small farms because while all agriculture is traditionally underserved in energy efficiency programs, small farms were particularly underserved because they lack the financial resources and access to energy efficiency technologies that larger farms deploy. The MAESTRO team reasoned that energy conservation, financial and educational programs developed while serving the agricultural community could serve as a national model for other states and their agricultural sectors. The target population was approximately 2,365 small animal farm operations in Missouri, specifically those farms that were not by definition a confined animal feeding operation (CAFO). The program was designed to create jobs by training Missouri contractors and Missouri University Extension staff how to conduct farm audits. The local economy would be stimulated by an increase in construction activity and an increasing demand for energy efficient farm equipment. Additionally, the energy savings were deemed critical in keeping Missouri farms in business. This project leveraged funds using a combination of funds from the Missouri Department of Natural Resources’ Missouri Energy Center and its Soil and Water Conservation Program, from the state's Linked Deposits, MASBDA's agricultural loan guarantee programs, and through the in-kind contribution of faculty and staff time to the project from these

Better team management--better team care?

Science.gov (United States)

Shelley, P; Powney, B

1994-01-01

Team building should not be a 'bolt-on' extra, it should be a well planned, integrated part of developing teams and assisting their leaders. When asked to facilitate team building by a group of NHS managers we developed a framework which enabled individual members of staff to become more effective in the way they communicated with each other, their teams and in turn within the organization. Facing the challenge posed by complex organizational changes, staff were able to use 3 training days to increase and develop their awareness of the principles of teamwork, better team management, and how a process of leadership and team building could help yield better patient care.

Team responsibility structure and team performance

NARCIS (Netherlands)

Doorewaard, J.A.C.M.; Hootegem, G. van; Huys, R.

2002-01-01

The purpose is to analyse the impact of team responsibility (the division of job regulation tasks between team leader and team members) on team performance. It bases an analysis on 36 case studies in The Netherlands which are known to have implemented team‐based work. The case studies were executed

Team cohesion and team success in sport.

Science.gov (United States)

Carron, Albert V; Bray, Steven R; Eys, Mark A

2002-02-01

The main aim of this study was to examine the relationship between task cohesiveness and team success in elite teams using composite team estimates of cohesion. A secondary aim was to determine statistically the consistency (i.e. 'groupness') present in team members' perceptions of cohesion. Elite university basketball teams (n = 18) and club soccer teams (n = 9) were assessed for cohesiveness and winning percentages. Measures were recorded towards the end of each team's competitive season. Our results indicate that cohesiveness is a shared perception, thereby providing statistical support for the use of composite team scores. Further analyses indicated a strong relationship between cohesion and success (r = 0.55-0.67). Further research using multi-level statistical techniques is recommended.

Selections from the ABC 2012 Annual Convention, Honolulu, Hawaii

Science.gov (United States)

Whalen, D. Joel

2013-01-01

The 13 Favorite Assignments featured here were presented at the 2012 Association for Business Communication (ABC) Annual Convention, Honolulu, Hawaii. A variety of learning objectives are featured, including the following: enhancing resume's visual impact, interpersonal skills, social media, team building, web design, community service projects,…

Improving Care Teams' Functioning: Recommendations from Team Science.

Science.gov (United States)

Fiscella, Kevin; Mauksch, Larry; Bodenheimer, Thomas; Salas, Eduardo

2017-07-01

Team science has been applied to many sectors including health care. Yet there has been relatively little attention paid to the application of team science to developing and sustaining primary care teams. Application of team science to primary care requires adaptation of core team elements to different types of primary care teams. Six elements of teams are particularly relevant to primary care: practice conditions that support or hinder effective teamwork; team cognition, including shared understanding of team goals, roles, and how members will work together as a team; leadership and coaching, including mutual feedback among members that promotes teamwork and moves the team closer to achieving its goals; cooperation supported by an emotionally safe climate that supports expression and resolution of conflict and builds team trust and cohesion; coordination, including adoption of processes that optimize efficient performance of interdependent activities among team members; and communication, particularly regular, recursive team cycles involving planning, action, and debriefing. These six core elements are adapted to three prototypical primary care teams: teamlets, health coaching, and complex care coordination. Implementation of effective team-based models in primary care requires adaptation of core team science elements coupled with relevant, practical training and organizational support, including adequate time to train, plan, and debrief. Training should be based on assessment of needs and tasks and the use of simulations and feedback, and it should extend to live action. Teamlets represent a potential launch point for team development and diffusion of teamwork principles within primary care practices. Copyright © 2017 The Joint Commission. Published by Elsevier Inc. All rights reserved.

Relationships among Team Trust, Team Cohesion, Team Satisfaction and Project Team Effectiveness as Perceived by Project Managers in Malaysia

OpenAIRE

Han-Ping Fung

2014-01-01

Today, more and more project teams are formed to achieve organizational objectives as organizations generally recognized the importance and benefits of project teams. There is a compelling reason to study what are the team outcome factors that can predict project team effectiveness as it is unclear whether these team outcome factors can yield the same result in project setting whereby there is resource and time constraint compare to normal work teams which are ongoing and operational in natur...

Making Teamwork Work: Team Knowledge for Team Effectiveness.

Science.gov (United States)

Guchait, Priyanko; Lei, Puiwa; Tews, Michael J

2016-01-01

This study examined the impact of two types of team knowledge on team effectiveness. The study assessed the impact of taskwork knowledge and teamwork knowledge on team satisfaction and performance. A longitudinal study was conducted with 27 service-management teams involving 178 students in a real-life restaurant setting. Teamwork knowledge was found to impact both team outcomes. Furthermore, team learning behavior was found to mediate the relationships between teamwork knowledge and team outcomes. Educators and managers should therefore ensure these types of knowledge are developed in teams along with learning behavior for maximum effectiveness.

Building America Systems Integration Research Annual Report: FY 2012

Energy Technology Data Exchange (ETDEWEB)

Gestwick, M.

2013-05-01

This document is the Building America FY2012 Annual Report, which includes an overview of the Building America Program activities and the work completed by the National Renewable Energy Laboratory and the Building America industry consortia (the Building America teams). The annual report summarizes major technical accomplishments and progress towards U.S. Department of Energy Building Technologies Program's multi-year goal of developing the systems innovations that enable risk-free, cost effective, reliable and durable efficiency solutions that reduce energy use by 30%-50% in both new and existing homes.

Building America Systems Integration Research Annual Report. FY 2012

Energy Technology Data Exchange (ETDEWEB)

Gestwick, Michael [National Renewable Energy Lab. (NREL), Golden, CO (United States)

2013-05-01

This Building America FY2012 Annual Report includes an overview of the Building America Program activities and the work completed by the National Renewable Energy Laboratory and the Building America industry consortia (the Building America teams). The annual report summarizes major technical accomplishments and progress towards U.S. Department of Energy Building Technologies Program's multi-year goal of developing the systems innovations that enable risk-free, cost effective, reliable and durable efficiency solutions that reduce energy use by 30%-50% in both new and existing homes.

Interdisciplinary Health Team Care: Proceedings of the Annual Conference (8th, Columbus, Ohio, September 18-20, 1986).

Science.gov (United States)

Brunner, Marjorie L., Ed.; Casto, R. Michael, Ed.

The following are among the 40 papers included in this proceedings: "Code of Ethics for Interdisciplinary Care" (Thomasma); "Training Model for Increasing Team Excellence and Efficiency" (Clayton, Lund); "Organizational Structures of Health Care Teams" (Farrell, Schmitt, Heinemann); "Nutrition Support Practice" (Johnson); "Dividing up the Work on…

CERN announces the fourth annual Beamline for Schools competition

CERN Multimedia

BL4S team

2016-01-01

CERN is pleased to announce the fourth annual Beamline for Schools (BL4S) competition. Once again, in 2017, a fully equipped beamline will be made available at CERN for students. As in previous years, two teams will be invited to the Laboratory to execute the experiments they proposed in their applications. The 2017 competition is being made possible thanks to support from the Alcoa Foundation for the second consecutive year.   The competition is open to teams of high-school students aged 16 or older who, if they win, are invited (with two supervisors) to CERN to carry out their experiment. Teams must have at least five students but there is no upper limit to a team’s size (although just nine students per winning team will be invited to CERN). Teams may be composed of pupils from a single school, or from a number of schools working together. As science-loving mega-celebrity Will.I.Am told us: “If you’re interested in science, technology, engineering or ...

Groups Meet . . . Teams Improve: Building Teams That Learn

Science.gov (United States)

Hillier, Janet; Dunn-Jensen, Linda M.

2013-01-01

Although most business students participate in team-based projects during undergraduate or graduate course work, the team experience does not always teach team skills or capture the team members' potential: Students complete the task at hand but the explicit process of becoming a team is often not learned. Drawing from organizational learning…

Teams make it work: how team work engagement mediates between social resources and performance in teams.

Science.gov (United States)

Torrente, Pedro; Salanova, Marisa; Llorens, Susana; Schaufeli, Wilmar B

2012-02-01

In this study we analyze the mediating role of team work engagement between team social resources (i.e., supportive team climate, coordination, teamwork), and team performance (i.e., in-role and extra-role performance) as predicted by the Job Demands-Resources Model. Aggregated data of 533 employees nested within 62 teams and 13 organizations were used, whereas team performance was assessed by supervisor ratings. Structural equation modeling revealed that, as expected, team work engagement plays a mediating role between social resources perceived at the team level and team performance as assessed by the supervisor.

Team Learning Beliefs and Behaviours in Response Teams

Science.gov (United States)

Boon, Anne; Raes, Elisabeth; Kyndt, Eva; Dochy, Filip

2013-01-01

Purpose: Teams, teamwork and team learning have been the subject of many research studies over the last decades. This article aims at investigating and confirming the Team Learning Beliefs and Behaviours (TLB&B) model within a very specific population, i.e. police and firemen teams. Within this context, the paper asks whether the team's…

Personality and community prevention teams: Dimensions of team leader and member personality predicting team functioning.

Science.gov (United States)

Feinberg, Mark E; Kim, Ji-Yeon; Greenberg, Mark T

2008-11-01

The predictors and correlates of positive functioning among community prevention teams have been examined in a number of research studies; however, the role of personality has been neglected. In this study, we examined whether team member and leader personality dimensions assessed at the time of team formation predicted local prevention team functioning 2.5-3.5 years later. Participants were 159 prevention team members in 14 communities participating in the PROSPER study of prevention program dissemination. Three aspects of personality, aggregated at the team level, were examined as predictors: Openness to Experience, Conscientiousness, and Agreeableness. A series of multivariate regression analyses were performed that accounted for the interdependency of five categories of team functioning. Results showed that average team member Openness was negatively, and Conscientiousness was positively linked to team functioning. The findings have implications for decisions about the level and nature of technical assistance support provided to community prevention teams.

Consequences of team charter quality: Teamwork mental model similarity and team viability in engineering design student teams

Science.gov (United States)

Conway Hughston, Veronica

Since 1996 ABET has mandated that undergraduate engineering degree granting institutions focus on learning outcomes such as professional skills (i.e. solving unstructured problems and working in teams). As a result, engineering curricula were restructured to include team based learning---including team charters. Team charters were diffused into engineering education as one of many instructional activities to meet the ABET accreditation mandates. However, the implementation and execution of team charters into engineering team based classes has been inconsistent and accepted without empirical evidence of the consequences. The purpose of the current study was to investigate team effectiveness, operationalized as team viability, as an outcome of team charter implementation in an undergraduate engineering team based design course. Two research questions were the focus of the study: a) What is the relationship between team charter quality and viability in engineering student teams, and b) What is the relationship among team charter quality, teamwork mental model similarity, and viability in engineering student teams? Thirty-eight intact teams, 23 treatment and 15 comparison, participated in the investigation. Treatment teams attended a team charter lecture, and completed a team charter homework assignment. Each team charter was assessed and assigned a quality score. Comparison teams did not join the lecture, and were not asked to create a team charter. All teams completed each data collection phase: a) similarity rating pretest; b) similarity posttest; and c) team viability survey. Findings indicate that team viability was higher in teams that attended the lecture and completed the charter assignment. Teams with higher quality team charter scores reported higher levels of team viability than teams with lower quality charter scores. Lastly, no evidence was found to support teamwork mental model similarity as a partial mediator of the team charter quality on team viability

When teams fail to self-regulate: Predictors and outcomes of team procrastination among debating teams

NARCIS (Netherlands)

E.A.J. van Hooft (Edwin); H. van Mierlo (Heleen)

2018-01-01

textabstractModels of team development have indicated that teams typically engage in task delay during the first stages of the team's life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The

On teams, teamwork, and team performance: discoveries and developments.

Science.gov (United States)

Salas, Eduardo; Cooke, Nancy J; Rosen, Michael A

2008-06-01

We highlight some of the key discoveries and developments in the area of team performance over the past 50 years, especially as reflected in the pages of Human Factors. Teams increasingly have become a way of life in many organizations, and research has kept up with the pace. We have characterized progress in the field in terms of eight discoveries and five challenges. Discoveries pertain to the importance of shared cognition, the measurement of shared cognition, advances in team training, the use of synthetic task environments for research, factors influencing team effectiveness, models of team effectiveness, a multidisciplinary perspective, and training and technological interventions designed to improve team effectiveness. Challenges that are faced in the coming decades include an increased emphasis on team cognition; reconfigurable, adaptive teams; multicultural influences; and the need for naturalistic study and better measurement. Work in human factors has contributed significantly to the science and practice of teams, teamwork, and team performance. Future work must keep pace with the increasing use of teams in organizations. The science of teams contributes to team effectiveness in the same way that the science of individual performance contributes to individual effectiveness.

Team player styles, team design variables and team work effectiveness in Egypt

OpenAIRE

El-Kot, Ghada Awed Hassan

2001-01-01

The literature has revealed few studies of management in Arab countries in general and particularly in Egypt. Many Egyptian organisations implemented the team concept a number of years ago, however, there do not appear to be any studies investicitaýt inc",D team work effectiveness in Egypt. The literature review and the findings of a pilot study emphasised the need for empirical research in team work in Egypt. Team effectiveness models are examined in order to identify the fact...

Foreword and introductory comments to CEA annual report 1989

International Nuclear Information System (INIS)

1990-01-01

This article is a foreword to the annual report of the Commisariat a l'Energie Atomique (CEA) and summarises the main achievements of the research teams such as the commissioning of the electron-positron collision ring (LEP), the fuel reprocessing plant at The Hague, the PROTEINE 2000 programme, the laser enrichment programme and advances in microelectronics. (author)

TEAM.

Science.gov (United States)

National Highway Traffic Safety Administration (DOT), Washington, DC.

This document presents materials covering the television campaign against drunk driving called "TEAM" (Techniques for Effective Alcohol Management). It is noted that TEAM's purpose is to promote effective alcohol management in public facilities and other establishments that serve alcoholic beverages. TEAM sponsors are listed, including…

Team dynamics within quality improvement teams: a scoping review.

Science.gov (United States)

Rowland, Paula; Lising, Dean; Sinclair, Lynne; Baker, G Ross

2018-03-31

This scoping review examines what is known about the processes of quality improvement (QI) teams, particularly related to how teams impact outcomes. The aim is to provide research-informed guidance for QI leaders and to inform future research questions. Databases searched included: MedLINE, EMBASE, CINAHL, Web of Science and SCOPUS. Eligible publications were written in English, published between 1999 and 2016. Articles were included in the review if they examined processes of the QI team, were related to healthcare QI and were primary research studies. Studies were excluded if they had insufficient detail regarding QI team processes. Descriptive detail extracted included: authors, geographical region and health sector. The Integrated (Health Care) Team Effectiveness Model was used to synthesize findings of studies along domains of team effectiveness: task design, team process, psychosocial traits and organizational context. Over two stages of searching, 4813 citations were reviewed. Of those, 48 full-text articles are included in the synthesis. This review demonstrates that QI teams are not immune from dysfunction. Further, a dysfunctional QI team is not likely to influence practice. However, a functional QI team alone is unlikely to create change. A positive QI team dynamic may be a necessary but insufficient condition for implementing QI strategies. Areas for further research include: interactions between QI teams and clinical microsystems, understanding the role of interprofessional representation on QI teams and exploring interactions between QI team task, composition and process.

Increasing Student-Learning Team Effectiveness with Team Charters

Science.gov (United States)

Hunsaker, Phillip; Pavett, Cynthia; Hunsaker, Johanna

2011-01-01

Because teams are a ubiquitous part of most organizations today, it is common for business educators to use team assignments to help students experientially learn about course concepts and team process. Unfortunately, students frequently experience a number of problems during team assignments. The authors describe the results of their research and…

Effects of team emotional authenticity on virtual team performance

Directory of Open Access Journals (Sweden)

Catherine E Connelly

2016-08-01

Full Text Available Members of virtual teams lack many of the visual or auditory cues that are usually used as the basis for impressions about fellow team members. We focus on the effects of the impressions formed in this context, and use social exchange theory to understand how these impressions affect team performance. Our pilot study, using content analysis (n = 191 students, suggested that most individuals believe that they can assess others’ emotional authenticity in online settings by focusing on the content and tone of the messages. Our quantitative study examined the effects of these assessments. Structural equation modeling (SEM analysis (n = 81 student teams suggested that team-level trust and teamwork behaviors mediate the relationship between team emotional authenticity and team performance, and illuminate the importance of team emotional authenticity for team processes and outcomes.

Measuring Team Learning Behaviours through Observing Verbal Team Interaction

Science.gov (United States)

Raes, Elisabeth; Boon, Anne; Kyndt, Eva; Dochy, Filip

2015-01-01

Purpose: This study aims to explore, as an answer to the observed lack of knowledge about actual team learning behaviours, the characteristics of the actual observed basic team learning behaviours and facilitating team learning behaviours more in-depth of three project teams. Over time, team learning in an organisational context has been…

The Relationship between Management Team Size and Team Performance: The Mediating Effect of Team Psychological Safety

OpenAIRE

Midthaug, Mari Bratterud

2017-01-01

The purpose of this thesis is to explore the relationship between team size (number of team members) and team performance in management teams. There is a lack of empirical research exploring the potential links between these two elements within management teams. Further, little attention has been paid to potential mechanisms affecting this relationship. In this study, team psychological safety has been examined as a potential mediator in the size-performance relationship, hypothesizing that t...

Leading Teams of Leaders: What Helps Team Member Learning?

Science.gov (United States)

Higgins, Monica; Young, Lissa; Weiner, Jennie; Wlodarczyk, Steven

2010-01-01

School districts are moving toward a new form of management in which superintendents need to form and nurture leadership teams. A study of 25 such teams in Connecticut suggests that a team's effectiveness is maximized when the team members are coached by other team members, not the superintendent, and when they are coached on task-related…

A Project Team: a Team or Just a Group?

Directory of Open Access Journals (Sweden)

Kateřina

2014-06-01

Full Text Available This paper deals with issues related to work in either teams or groups. The theoretical part discusses a team and a group with regards to its definition, classification and basic distinction, brings in more on the typology of team roles, personality assessment and sociometric methods. The analytical part tests the project (work team of a medical center represented in terms of personality and motivational types, team roles and interpersonal team relations concerning the willingness of cooperation and communication. The main objective of this work is to verify the validity of the assumptions that the analyzed team represents a very disparate group as for its composition from the perspective of personality types, types of motivation, team roles and interpersonal relations in terms of the willingness of cooperation and communication. A separate output shall focus on sociometric investigation of those team members where willingness to work together and communicate is based on the authors’ assumption of tight interdependence.

The Team Climate Inventory: application in hospital teams and methodological considerations.

Science.gov (United States)

Ouwens, M; Hulscher, M; Akkermans, R; Hermens, R; Grol, R; Wollersheim, H

2008-08-01

To test the validity, reliability and discriminating capacity of an instrument to assess team climate, the Team Climate Inventory (TCI), in a sample of Dutch hospital teams. The TCI is based on a four-factor theory of team climate for innovation. Validation study. Hospital teams in The Netherlands. 424 healthcare professionals; 355 nurses working in 22 nursing teams and 69 nurses and doctors working in 14 quality-improvement teams. Exploratory and confirmatory factor analyses, Pearson's product moment correlations, internal homogeneity of the TCI scales based on Cronbach alpha, and the TCI capability to discriminate between two types of healthcare teams, namely nursing teams and quality-improvement teams. The validity test revealed the TCI's five-factor structure and moderate data fit. The Cronbach alphas of the five scales showed acceptable reliabilities. The TCI discriminated between nursing teams and quality-improvement teams. The mean scores of quality-improvement teams were all significantly higher than those of the nursing teams. Patient care teams are essential for high-quality patient care, and team climate is an important characteristic of successful teams. This study shows that the TCI is a valid, reliable and discriminating self-report measure of team climate in hospital teams. The TCI can be used as a quality-improvement tool or in quality-of-care research.

Team Psychological Safety and Team Learning: A Cultural Perspective

Science.gov (United States)

Cauwelier, Peter; Ribière, Vincent M.; Bennet, Alex

2016-01-01

Purpose: The purpose of this paper was to evaluate if the concept of team psychological safety, a key driver of team learning and originally studied in the West, can be applied in teams from different national cultures. The model originally validated for teams in the West is applied to teams in Thailand to evaluate its validity, and the views team…

Management Teams

CERN Document Server

Belbin, R Meredith Meredith

2012-01-01

Meredith Belbin's work on teams has become part of everyday language in organizations all over the world. All kinds of teams and team behaviours are covered. At the end of the book is a self-perception inventory so that readers can match their own personalities to particular team roles. Management Teams is required reading for managers concerned with achieving results by getting the best from their key personnel.

Yellowstone grizzly bear investigations: Annual report of the Interagency Grizzly Bear Study Team, 2001

Science.gov (United States)

Schwartz, Charles C.; Haroldson, Mark A.

2001-01-01

The contents of this Annual Report summarize results of monitoring and research from the 2001 field season. The report also contains a summary of nuisance grizzly bear (Ursus arctos horribilis) management actions.

Yellowstone grizzly bear investigations: Annual report of the Interagency Grizzly Bear Study Team, 2006

Science.gov (United States)

Schwartz, Charles C.; Haroldson, Mark A.; West, Karrie K.

2007-01-01

The contents of this Annual Report summarize results of monitoring and research from the 2006 field season. The report also contains a summary of nuisance grizzly bear (Ursus arctos horribilis) management actions.

Virtual Team Governance: Addressing the Governance Mechanisms and Virtual Team Performance

Science.gov (United States)

Zhan, Yihong; Bai, Yu; Liu, Ziheng

As technology has improved and collaborative software has been developed, virtual teams with geographically dispersed members spread across diverse physical locations have become increasingly prominent. Virtual team is supported by advancing communication technologies, which makes virtual teams able to largely transcend time and space. Virtual teams have changed the corporate landscape, which are more complex and dynamic than traditional teams since the members of virtual teams are spread on diverse geographical locations and their roles in the virtual team are different. Therefore, how to realize good governance of virtual team and arrive at good virtual team performance is becoming critical and challenging. Good virtual team governance is essential for a high-performance virtual team. This paper explores the performance and the governance mechanism of virtual team. It establishes a model to explain the relationship between the performance and the governance mechanisms in virtual teams. This paper is focusing on managing virtual teams. It aims to find the strategies to help business organizations to improve the performance of their virtual teams and arrive at the objectives of good virtual team management.

Putting the "Team" in the Fine Arts Team: An Application of Business Management Team Concepts

Science.gov (United States)

Fisher, Ryan

2007-01-01

In this article, the author discusses current challenges to the idea of teamwork in fine arts teams, redefines the terms team and collaboration using a business management perspective, discusses the success of effective teams in the business world and the characteristics of those teams, and proposes the implementation of the business model of…

Leidos Reclaims Defelice Cup at Annual Golf Tournament | Poster

Science.gov (United States)

By Ashley DeVine, Staff Writer Leidos Biomedical Research reclaimed the Defelice Cup trophy from NCI at the eighth annual Ronald H. Defelice golf tournament, held October 14. The final score was 15–7, with Leidos Biomed tying the series 4 to 4. Fourteen players on each team battled it out at Rattlewood golf course in Mount Airy, Md.

A Project Team: A Team or Just a Group?

Directory of Open Access Journals (Sweden)

Katerina Hrazdilova Bockova

2013-11-01

Full Text Available This paper deals with issues related to work in either teams or groups. The theoretical part which discusses a team and a group with regards to its definition, classification and basic distinction brings in more on the typology of team roles, personality assessment and sociometric methods. The analytical part tests the project (work team of a medical center represented in terms of personality and motivational types, team roles and interpersonal team relations concerning the willingness of cooperation and communication. The main objective of this work was to determine whether the existing team is not by its nature rather a working group that contributes to the generally perceived stagnation of that field.

Employee Knowledge Sharing in Work Teams: Effects of Team Diversity, Emergent States, and Team Leadership

Science.gov (United States)

Noh, Jae Hang

2013-01-01

Knowledge sharing in work teams is one of the critical team processes. Without sharing of knowledge, work teams and organizations may not be able to fully utilize the diverse knowledge brought into work teams by their members. The purpose of this study was to investigate antecedents and underlying mechanisms influencing the extent to which team…

[Investigation of team processes that enhance team performance in business organization].

Science.gov (United States)

Nawata, Kengo; Yamaguchi, Hiroyuki; Hatano, Toru; Aoshima, Mika

2015-02-01

Many researchers have suggested team processes that enhance team performance. However, past team process models were based on crew team, whose all team members perform an indivisible temporary task. These models may be inapplicable business teams, whose individual members perform middle- and long-term tasks assigned to individual members. This study modified the teamwork model of Dickinson and McIntyre (1997) and aimed to demonstrate a whole team process that enhances the performance of business teams. We surveyed five companies (member N = 1,400, team N = 161) and investigated team-level-processes. Results showed that there were two sides of team processes: "communication" and "collaboration to achieve a goal." Team processes in which communication enhanced collaboration improved team performance with regard to all aspects of the quantitative objective index (e.g., current income and number of sales), supervisor rating, and self-rating measurements. On the basis of these results, we discuss the entire process by which teamwork enhances team performance in business organizations.

Individual and team performance in team-handball: a review.

Science.gov (United States)

Wagner, Herbert; Finkenzeller, Thomas; Würth, Sabine; von Duvillard, Serge P

2014-12-01

Team handball is a complex sport game that is determined by the individual performance of each player as well as tactical components and interaction of the team. The aim of this review was to specify the elements of team-handball performance based on scientific studies and practical experience, and to convey perspectives for practical implication. Scientific studies were identified via data bases of PubMed, Web of Knowledge, SPORT Discus, Google Scholar, and Hercules. A total of 56 articles met the inclusion criteria. In addition, we supplemented the review with 13 additional articles, proceedings and book sections. It was found that the specific characteristics of team-handball with frequent intensity changes, team-handball techniques, hard body confrontations, mental skills and social factors specify the determinants of coordination, endurance, strength and cognition. Although we found comprehensive studies examining individual performance in team-handball players of different experience level, sex or age, there is a lack of studies, particularly for team-handball specific training, as well as cognition and social factors. Key PointsThe specific characteristics of team-handball with frequent intensity changes, specific skills, hard body confrontations, mental skills and social factors define the determinants of coordination, endurance, strength and cognition.To increase individual and team performance in team-handball specific training based on these determinants have been suggested.Although there are comprehensive studies examining individual performance in team-handball players of different experience level, sex, or age are published, there is a lack of training studies, particularly for team-handball specific techniques and endurance, as well as cognition and social factors.

My Favorite Assignment: From the ABC 2010 Annual Convention, Chicago, Illinois

Science.gov (United States)

Whalen, D. Joel

2011-01-01

The seven Favorite Assignments featured in this article were originally presented at the 2010 ABC Annual Convention, Chicago, Illinois. The reader can consider a variety of learning objectives from team building to persuasion, application of electronic media to face-to-face communication, and much more. Some Favorite Assignments take a full…

The effects on team emotions and team effectiveness of coaching in interprofessional health and social care teams.

Science.gov (United States)

Dimas, Isabel Dórdio; Renato Lourenço, Paulo; Rebelo, Teresa

2016-07-01

The purpose of this study was to examine the effects of coaching behaviours provided by peers and by the leader on the emotions experienced by interprofessional health and social care teams and on members' satisfaction with the team, as well as on team performance. Data were obtained from a survey among 344 employees working in 52 interprofessional health and social care teams from nine Portuguese organizations. The results show that leader coaching and peer coaching have a positive effect on the level of team members' satisfaction with the team and on positive emotions, and a negative effect on negative emotions. Furthermore, coaching provided by peers presents a positive effect on team performance as assessed by the leader of the team. Our findings put forward the importance of engaging in coaching behaviours to promote quality of the team experience, as well as the achievement of team performance objectives. Further studies should explore how coaching behaviours impact the patient, whose well-being is the ultimate objective of a team in the health and social care system, namely in terms of the patient's perception of quality care or patient outcomes.

Teaming up

DEFF Research Database (Denmark)

Warhuus, Jan; Günzel-Jensen, Franziska; Robinson, Sarah

2016-01-01

types of team formation: random teacher pre-assigned, student selection, and teacher directed diversity. In each of these modules, ethnographic methods (interviews and observations) were employed. Additionally, we had access to students learning logs, formative and summative assessments, and final exams...... functioning entrepreneurial student teams as most teams lack personal chemistry which makes them anchor their work too much in a pre-defined project. In contrast, we find that students that can form their own teams aim for less diverse teams than what is achieved by random assignment. However, the homophily......Questions we care about (Objectives): When students have to work on challenging tasks, as it is often the case in entrepreneurship classrooms that leverage experiential learning, team success becomes central to the students learning. Yet, the formation of teams is often left up to the students...

NASA Physical Sciences - Presentation to Annual Two Phase Heat Transfer International Topical Team Meeting

Science.gov (United States)

Chiaramonte, Francis; Motil, Brian; McQuillen, John

2014-01-01

The Two-phase Heat Transfer International Topical Team consists of researchers and members from various space agencies including ESA, JAXA, CSA, and RSA. This presentation included descriptions various fluid experiments either being conducted by or planned by NASA for the International Space Station in the areas of two-phase flow, flow boiling, capillary flow, and crygenic fluid storage.

Cheap Talk: “Team Factors and Management Practices Influence on Team Trust”

OpenAIRE

Doris Padmini Selvaratnam; Aini Aman; Muhamad Maziz Mahyuddin Bin Kamaludin; Gary Lynn; Richard Reilly

2016-01-01

Team trust has been cited as a contributing factor towards team performance. This paper looks at the antecedents of team trust and to what extent they influence team trust. The antecedents of team trust are team factors like team autonomy, team stability and team member experience; and the management practices are top management involvement and management support. The results demonstrated that team factors and management practices influence team trust individually. The key find...

Case management: a randomized controlled study comparing a neighborhood team and a centralized individual model.

Science.gov (United States)

Eggert, G M; Zimmer, J G; Hall, W J; Friedman, B

1991-10-01

This randomized controlled study compared two types of case management for skilled nursing level patients living at home: the centralized individual model and the neighborhood team model. The team model differed from the individual model in that team case managers performed client assessments, care planning, some direct services, and reassessments; they also had much smaller caseloads and were assigned a specific catchment area. While patients in both groups incurred very high estimated health services costs, the average annual cost during 1983-85 for team cases was 13.6 percent less than that of individual model cases. While the team cases were 18.3 percent less expensive among "old" patients (patients who entered the study from the existing ACCESS caseload), they were only 2.7 percent less costly among "new" cases. The lower costs were due to reductions in hospital days and home care. Team cases averaged 26 percent fewer hospital days per year and 17 percent fewer home health aide hours. Nursing home use was 48 percent higher for the team group than for the individual model group. Mortality was almost exactly the same for both groups during the first year (about 30 percent), but was lower for team patients during the second year (11 percent as compared to 16 percent). Probable mechanisms for the observed results are discussed.

Cohesion in Online Student Teams versus Traditional Teams

Science.gov (United States)

Hansen, David E.

2016-01-01

Researchers have found that the electronic methods in use for online team communication today increase communication quality in project-based work situations. Because communication quality is known to influence group cohesion, the present research examined whether online student project teams are more cohesive than traditional teams. We tested…

Team Action Imagery and Team Cognition: Imagery of Game Situations and Required Team Actions Promotes a Functional Structure in Players' Representations of Team-Level Tactics.

Science.gov (United States)

Frank, Cornelia; Linstromberg, Gian-Luca; Hennig, Linda; Heinen, Thomas; Schack, Thomas

2018-02-01

A team's cognitions of interpersonally coordinated actions are a crucial component for successful team performance. Here, we present an approach to practice team action by way of imagery and examine its impact on team cognitions in long-term memory. We investigated the impact of a 4-week team action imagery intervention on futsal players' mental representations of team-level tactics. Skilled futsal players were assigned to either an imagery training group or a no imagery training control group. Participants in the imagery training group practiced four team-level tactics by imagining team actions in specific game situations for three times a week. Results revealed that the imagery training group's representations were more similar to that of an expert representation after the intervention compared with the control group. This study indicates that team action imagery training can have a significant impact on players' tactical skill representations and thus order formation in long-term memory.

DIFFERENT DIMENSIONS OF TEAMS

OpenAIRE

Goparaju Purna SUDHAKAR

2013-01-01

Popularity of teams is growing in 21st Century. Organizations are getting their work done through different types of teams. Teams have proved that the collective performance is more than the sum of the individual performances. Thus, the teams have got different dimensions such as quantitative dimensions and qualitative dimensions. The Quantitative dimensions of teams such as team performance, team productivity, team innovation, team effectiveness, team efficiency, team decision making and tea...

Beautiful Teams Inspiring and Cautionary Tales from Veteran Team Leaders

CERN Document Server

Stellman, Andrew

2009-01-01

What's it like to work on a great software development team facing an impossible problem? How do you build an effective team? Beautiful Teams takes you behind the scenes with some of the most interesting teams in software engineering history. You'll learn from veteran team leaders' successes and failures, told through a series of engaging personal stories -- and interviews -- by leading programmers, architects, project managers, and thought leaders.

Team Building e a enfermagem Team Building e enfermería Team Building and nursing

Directory of Open Access Journals (Sweden)

Filipa Homem

2012-07-01

Full Text Available Num ambiente de insatisfação crescente e de imprevisibilidade como é o da enfermagem, cada vez mais é fundamental motivar as equipas, conferindo-lhes competências pessoais, relacionais, comunicacionais e, acima de tudo, fomentar o trabalho em equipa e consequentemente a produtividade. O Team Building, surge assim como uma estratégia eficaz para obter resultados positivos. Por ser uma estratégia ainda pouco utilizada em Portugal, decidimos realizar este artigo teórico sobre o assunto e refletir sobre a sua pertinência e potencialidades nas equipas de enfermagem, tendo definido como objetivos: aprofundar conhecimentos sobre Team Building, contextualizar o Team Building no âmbito das teorias organizacionais, descrever diferentes modelos de Team Building e refletir sobre a utilidade do Team Building na qualidade da prestação de cuidados de enfermagem. Deste modo, foram pesquisados artigos na plataforma eletrónica de bases de dados EBSCO, assim como consultada literatura relacionada com a psicologia organizacional. Com a presente pesquisa conclui-se que esta estratégia de dinamização de equipas é útil no âmbito da enfermagem, podendo melhorar a comunicação e relações interpessoais, identificar pontos fortes e fracos das equipas, proporcionar maior satisfação no trabalho e, deste modo, aumentar a qualidade dos cuidados de saúde prestados.En un ambiente de creciente descontento y de imprevisibilidad como el de la enfermería, es cada vez más primordial motivar a los equipos, dándoles competencias personales, relacionales, y, sobre todo, fomentar el trabajo en equipo y consecuentemente la productividad. El Team Building surge así como una estrategia eficaz para lograr resultados positivos. Al ser una estrategia aún poco utilizada en Portugal, se decidió realizar este artículo teórico sobre el asunto y reflexionar sobre la pertinencia y el potencial de los equipos de enfermería, para lo que se definieron los objetivos

The Relationship Between Team Psychological Safety and Team Effectiveness in Management Teams: The Mediating Effect of Dialogue.

OpenAIRE

Bilstad, Julie Brat

2016-01-01

This study is a response to the research and request presented by Bang and Midelfart (2010), to further investigate the effect dialogue can have on management team s effectiveness. The purpose of the study was to investigate and explain the effect of team psychological safety on task performance and team member satisfaction, with dialogue as a mediator in this relationship. 215 Norwegian and Danish management teams in the private and public sector were studied. As expected, team psychological...

Impact of endocrine and diabetes team consultation on hospital length of stay for patients with diabetes.

Science.gov (United States)

Levetan, C S; Salas, J R; Wilets, I F; Zumoff, B

1995-07-01

To determine whether consultation by an individual endocrinologist or by a multidisciplinary diabetes team (endocrinologist, diabetes nurse educator, and registered dietitian) can impact length of hospital stay of patients with diabetes. Hospital stays of consecutive patients with a principal diagnosis of diabetes were compared. Forty-three patients were seen by an individual endocrine consultant and 27 were managed by the internist alone. Thirty-four patients were seen in consultation by the diabetes team. All consultations were performed at the request of the primary physician. There were no statistically significant differences among groups with respect to age, duration of diabetes, admitting diagnosis, glucose levels, or concomitant acute or chronic illness. Average length of stay of diabetes-team patients was 3.6 +/- 1.7 days, 56% shorter than the value, 8.2 +/- 6.2 days, of patients in the no-consultation group (P team consultation. Three million Americans are hospitalized annually with diabetes at a cost of $65 billion. A team approach to their inpatient care may reduce their hospital stays, resulting in considerable health and economic benefits.

Culture and teams.

Science.gov (United States)

Kirkman, Bradley L; Shapiro, Debra L; Lu, Shuye; McGurrin, Daniel P

2016-04-01

We first review research on culture effects in teams, illustrating that mean levels of team cultural values have main (i.e. direct) effects, indirect effects (i.e. mediated by intervening variables), and moderating influences on team processes and outcomes. Variance in team cultural values or on country of origin (i.e. nationality diversity) also has main effects on team functioning, and we highlight contextual variables that strengthen or weaken these main effects. We next review research examining the effect of variance in team cultural values on global virtual teams, specifically. Finally, we review research on how cultural values shape employees' receptivity to empowering leadership behavior in teams. We conclude by discussing critical areas for future research. Published by Elsevier Ltd.

The innovative rehabilitation team: an experiment in team building.

Science.gov (United States)

Halstead, L S; Rintala, D H; Kanellos, M; Griffin, B; Higgins, L; Rheinecker, S; Whiteside, W; Healy, J E

1986-06-01

This article describes an effort by one rehabilitation team to create innovative approaches to team care in a medical rehabilitation hospital. The major arena for implementing change was the weekly patient rounds. We worked to increase patient involvement, developed a rounds coordinator role, used a structured format, and tried to integrate research findings into team decision making. Other innovations included use of a preadmission questionnaire, a discharge check list, and a rounds evaluation questionnaire. The impact of these changes was evaluated using the Group Environment Scale and by analyzing participation in rounds based on verbatim transcripts obtained prior to and 20 months after formation of the Innovative Rehabilitation Team (IRT). The results showed decreased participation by medical personnel during rounds, and increased participation by patients. The rounds coordinator role increased participation rates of staff from all disciplines and the group environment improved within the IRT. These data are compared with similar evaluations made of two other groups, which served as control teams. The problems inherent in making effective, lasting changes in interdisciplinary rehabilitation teams are reviewed, and a plea is made for other teams to explore additional ways to use the collective creativity and resources latent in the team membership.

Harnessing members' positive mood for team-directed learning behaviour and team innovation : The moderating role of perceived team feedback

NARCIS (Netherlands)

Walter, Frank; van der Vegt, Gerben S.

2013-01-01

This study examines the role of individual team members' positive mood and perceived team feedback for their team-directed learning behaviour. Results obtained in a sample of 186 members from 27 work teams showed that positive mood was positively associated with team-directed learning behaviour if

FMEA team performance in health care: A qualitative analysis of team member perceptions.

Science.gov (United States)

Wetterneck, Tosha B; Hundt, Ann Schoofs; Carayon, Pascale

2009-06-01

: Failure mode and effects analysis (FMEA) is a commonly used prospective risk assessment approach in health care. Failure mode and effects analyses are time consuming and resource intensive, and team performance is crucial for FMEA success. We evaluate FMEA team members' perceptions of FMEA team performance to provide recommendations to improve the FMEA process in health care organizations. : Structured interviews and survey questionnaires were administered to team members of 2 FMEA teams at a Midwest Hospital to evaluate team member perceptions of FMEA team performance and factors influencing team performance. Interview transcripts underwent content analysis, and descriptive statistics were performed on questionnaire results to identify and quantify FMEA team performance. Theme-based nodes were categorized using the input-process-outcome model for team performance. : Twenty-eight interviews and questionnaires were completed by 24 team members. Four persons participated on both teams. There were significant differences between the 2 teams regarding perceptions of team functioning and overall team effectiveness that are explained by difference in team inputs and process (e.g., leadership/facilitation, team objectives, attendance of process owners). : Evaluation of team members' perceptions of team functioning produced useful insights that can be used to model future team functioning. Guidelines for FMEA team success are provided.

Office for Analysis and Evaluation of Operational Data 1991 annual report - Nonreactors

International Nuclear Information System (INIS)

1992-08-01

The annual report of the US Nuclear Regulatory Commission's Office for Analysis and Evaluation of Operational Data (AEOD) describes activities this office performed during 1991. The report is published in two separate parts. NUREG-1272, Vol. 6, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective. This report, NUREG-1272, Vol, 6, No. 2, covers nonreactors and presents a review of the events and concerns during 1991 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. The reports discuss the Incident investigation Team program and summarize both the Incident Investigation Team and Augmented Inspection Team reports issued during 1991. Each volume contains a list of the AEOD reasons issued for 1981 through 1991

Team Leadership: Leadership Role Achievement in Supervision Teams in Turkey

OpenAIRE

Ali Sabanci; Izzet Ozdemir

2015-01-01

The purpose of this paper is to explore the views of team leaders and team members of supervision teams about the extent that team leaders achieve their team leadership roles in Turkey. This research was conducted as a survey. The population of the study consisted of approximately 2650 supervisors (inspectors) working in 81 provinces distributed to seven geographical regions in Turkey. The sample consisted of 563 supervisors which were selected out by random sampling. The data were gathered b...

Leader-team complementarity: Exploring the interactive effects of leader personality traits and team power distance values on team processes and performance.

Science.gov (United States)

Hu, Jia; Judge, Timothy A

2017-06-01

Integrating the leader trait perspective with dominance complementarity theory, we propose team power distance as an important boundary condition for the indirect impact of leader extraversion, agreeableness, and conscientiousness on team performance through a team's potency beliefs and through relational identification with the leader. Using time-lagged, 3-source data from 71 teams, we found that leader extraversion had a positive indirect impact on team in-role and extrarole performance through relational identification, but only for high power distance teams; leader conscientiousness had a positive influence on team in-role performance through team potency, but only for high power distance teams; and leader agreeableness had a positive effect on team in-role and extrarole performance via relational identification and on team in-role performance via team potency, but only for low power distance teams. The findings address prior inconsistencies regarding the relationships between leader traits and team effectiveness, identify an important boundary condition and key team processes that bridge the links, and provide a deeper understanding of the role of leader traits in teams. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

The relationship between servant leadership, affective team commitment and team effectiveness

Directory of Open Access Journals (Sweden)

Bright Mahembe

2013-04-01

Full Text Available Orientation: Value-based leadership practices play a critical role in teamwork in high-performance organisations.Research purpose: The aim of the study was to empirically validate a theoretical model explicating the structural relationships between servant leadership, affective team commitment and team effectiveness.Motivation for the study: The increased eliance on teams for production calls for an analysis of the role of follower-focused leadership practices in enhancing eam effectiveness.Research design, approach and method: A non-probabilityand multicultural sample consisting of 202 primary and secondary school teachers was drawn from 32 chools in the Western Cape Province of South Africa.Main findings: High levels of reliability were found and uni-dimensionality of the subscales was demonstrated through exploratory factor analyses. Good fit with the data was found for the measurement models through confirmatory factor analyses. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found amongst servant leadership, team effectiveness and affective team commitment. Standard multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness.Practical/managerial implications: The findings emphasise the central role played by servant leadership and affective team commitment in team performance. Servant leadership fosters team effectiveness if employees feel committed to their work team.Contribution/value-add: The servant leadership style alone may not be a sufficient condition for team effectiveness; other variables, such as affective team commitment, also play a role. The study suggested specific variables that may also combine with leadership to positively influence team effectiveness.

The team halo effect: why teams are not blamed for their failures.

Science.gov (United States)

Naquin, Charles E; Tynan, Renee O

2003-04-01

In this study, the existence of the team halo effect, the phenomenon that teams tend not to be blamed for their failures, is documented. With 2 studies using both real teams and controlled scenarios, the authors found evidence that the nature of the causal attribution processes used to diagnose failure scenarios leads to individuals being more likely to be identified as the cause of team failure than the team as a collective. Team schema development, as indexed by team experience, influences this effect, with individuals who have more team experience being less likely to show the team halo effect

Transforming Virtual Teams

DEFF Research Database (Denmark)

Bjørn, Pernille

2005-01-01

Investigating virtual team collaboration in industry using grounded theory this paper presents the in-dept analysis of empirical work conducted in a global organization of 100.000 employees where a global virtual team with participants from Sweden, United Kingdom, Canada, and North America were...... studied. The research question investigated is how collaboration is negotiated within virtual teams? This paper presents findings concerning how collaboration is negotiated within a virtual team and elaborate the difficulties due to invisible articulation work and managing multiple communities...... in transforming the virtual team into a community. It is argued that translucence in communication structures within the virtual team and between team and management is essential for engaging in a positive transformation process of trustworthiness supporting the team becoming a community, managing the immanent...

Team Orientations, Interpersonal Relations, and Team Success

Science.gov (United States)

Nixon, Howard L.

1976-01-01

Contradictions in post research on the concepts of "cohesiveness" and team success seem to arise from the ways in which cohesiveness is measured and the nature of the teams investigated in each study. (MB)

The preparation for the year main competition teams in basketball with hearing impairments with innovative technologies

Directory of Open Access Journals (Sweden)

I.N. Sobko

2014-10-01

Full Text Available Purpose : develop and prove experimentally comprehensive training program on the Ukrainian national team basketball with hearing impairment in the annual cycle for the major competitions. Material : The study involved 12 basketball hearing impaired 20-25 years old - female players team of Ukraine on basketball. Also analyzed the test results and competitive activity 12 basketball players with hearing impairments - Lithuanian team players. Results : We showed the need for a qualitative change in the training process through the development and application of innovative technologies. This allows a greater level of communication between the coach and athletes to intensify training process. Developed and experimentally substantiated comprehensive training program for the Ukrainian national team. In technical training device used light. This increased mobility, agility, activity and intensity workouts. In tactical training improved situational and planned change tactical drawing game using copyright protection of video tutorials with animated illustrations. Conclusions : A positive impact of the developed system for basketball training result in major competitions.

West Coast Groundfish Bottom Trawl Survey Data - Annual West Coast time series groundfish trawl data collection survey

Data.gov (United States)

National Oceanic and Atmospheric Administration, Department of Commerce — Members of the Fishery Resource Analysis and Monitoring Division Survey Team conduct an annual West Coast Groundfish Bottom Trawl Survey from May - October each...

Bringing the Science of Team Training to School-Based Teams

Science.gov (United States)

Benishek, Lauren E.; Gregory, Megan E.; Hodges, Karin; Newell, Markeda; Hughes, Ashley M.; Marlow, Shannon; Lacerenza, Christina; Rosenfield, Sylvia; Salas, Eduardo

2016-01-01

Teams are ubiquitous in schools in the 21st Century; yet training for effective teaming within these settings has lagged behind. The authors of this article developed 5 modules, grounded in the science of team training and adapted from an evidence-based curriculum used in medical settings called TeamSTEPPS®, to prepare instructional and…

The relationship between servant leadership, affective team commitment and team effectiveness

Directory of Open Access Journals (Sweden)

Bright Mahembe

2013-04-01

Full Text Available Orientation: Value-based leadership practices play a critical role in teamwork in high-performance organisations. Research purpose: The aim of the study was to empirically validate a theoretical model explicating the structural relationships between servant leadership, affective team commitment and team effectiveness. Motivation for the study: The increased eliance on teams for production calls for an analysis of the role of follower-focused leadership practices in enhancing eam effectiveness. Research design, approach and method: A non-probabilityand multicultural sample consisting of 202 primary and secondary school teachers was drawn from 32 chools in the Western Cape Province of South Africa. Main findings: High levels of reliability were found and uni-dimensionality of the subscales was demonstrated through exploratory factor analyses. Good fit with the data was found for the measurement models through confirmatory factor analyses. Structural equation modelling showed a reasonable fit for the structural model. Positive relationships were found amongst servant leadership, team effectiveness and affective team commitment. Standard multiple regression analysis showed that affective team commitment moderated the relationship between servant leadership and team effectiveness. Practical/managerial implications: The findings emphasise the central role played by servant leadership and affective team commitment in team performance. Servant leadership fosters team effectiveness if employees feel committed to their work team. Contribution/value-add: The servant leadership style alone may not be a sufficient condition for team effectiveness; other variables, such as affective team commitment, also play a role. The study suggested specific variables that may also combine with leadership to positively influence team effectiveness.

Practice effects on intra-team synergies in football teams.

Science.gov (United States)

Silva, Pedro; Chung, Dante; Carvalho, Thiago; Cardoso, Tiago; Davids, Keith; Araújo, Duarte; Garganta, Júlio

2016-04-01

Developing synchronised player movements for fluent competitive match play is a common goal for coaches of team games. An ecological dynamics approach advocates that intra-team synchronization is governed by locally created information, which specifies shared affordances responsible for synergy formation. To verify this claim we evaluated coordination tendencies in two newly-formed teams of recreational players during association football practice games, weekly, for fifteen weeks (thirteen matches). We investigated practice effects on two central features of synergies in sports teams - dimensional compression and reciprocal compensation here captured through near in-phase modes of coordination and time delays between coupled players during forward and backwards movements on field while attacking and defending. Results verified that synergies were formed and dissolved rapidly as a result of the dynamic creation of informational properties, perceived as shared affordances among performers. Practising once a week led to small improvements in the readjustment delays between co-positioning team members, enabling faster regulation of coordinated team actions. Mean values of the number of player and team synergies displayed only limited improvements, possibly due to the timescales of practice. No relationship between improvements in dimensional compression and reciprocal compensation were found for number of shots, amount of ball possession and number of ball recoveries made. Findings open up new perspectives for monitoring team coordination processes in sport. Copyright © 2015 Elsevier B.V. All rights reserved.

It's a team game: exploring factors that influence team experience

OpenAIRE

Martin, Eleanor

2015-01-01

Many multiplayer games feature teams, and whether they are pitted against each other or against the game itself it seems likely that the way these teams bond will affect the players' experience. What are the factors that influence the experience of being a team member in a game? To what extent can the game designer manipulate the cohesion of the teams by changing the game design? How does the satisfaction of the player with their team relate to their feeling of cohesion? How does cohesion dif...

MODELLING THE PROGRESSION OF COMPETITIVE PERFORMANCE OF AN ACADEMY'S SOCCER TEAMS

Directory of Open Access Journals (Sweden)

Rita M. Malcata

2012-09-01

Full Text Available Progression of a team's performance is a key issue in competitive sport, but there appears to have been no published research on team progression for periods longer than a season. In this study we report the game-score progression of three teams of a youth talent-development academy over five seasons using a novel analytic approach based on generalised mixed modelling. The teams consisted of players born in 1991, 1992 and 1993; they played totals of 115, 107 and 122 games in Asia and Europe between 2005 and 2010 against teams differing in age by up to 3 years. Game scores predicted by the mixed model were assumed to have an over-dispersed Poisson distribution. The fixed effects in the model estimated an annual linear pro-gression for Aspire and for the other teams (grouped as a single opponent with adjustment for home-ground advantage and for a linear effect of age difference between competing teams. A random effect allowed for different mean scores for Aspire and opposition teams. All effects were estimated as factors via log-transformation and presented as percent differences in scores. Inferences were based on the span of 90% confidence intervals in relation to thresholds for small factor effects of x/÷1.10 (+10%/-9%. Most effects were clear only when data for the three teams were combined. Older teams showed a small 27% increase in goals scored per year of age difference (90% confidence interval 13 to 42%. Aspire experienced a small home-ground advantage of 16% (-5 to 41%, whereas opposition teams experienced 31% (7 to 60% on their own ground. After adjustment for these effects, the Aspire teams scored on average 1.5 goals per match, with little change in the five years of their existence, whereas their opponents' scores fell from 1.4 in their first year to 1.0 in their last. The difference in progression was trivial over one year (7%, -4 to 20%, small over two years (15%, -8 to 44%, but unclear over >2 years. In conclusion, the generalized

Collective autonomy and absenteeism within work teams: a team motivation approach.

Science.gov (United States)

Rousseau, Vincent; Aubé, Caroline

2013-01-01

This study investigates the role of collective autonomy in regard to team absenteeism by considering team potency as a motivational mediator and task routineness as a moderator. The sample consists of 90 work teams (327 members and 90 immediate superiors) drawn from a public safety organization. Results of structural equation modeling indicate that the relationships between collective autonomy and two indicators of team absenteeism (i.e., absence frequency and time lost) are mediated by team potency. Specifically, collective autonomy is positively related to team potency which in turn is negatively related to team absenteeism. Furthermore, results of hierarchical regression analyses show that task routineness moderates the relationships between collective autonomy and the two indicators of team absenteeism such that these relationships are stronger when the level of task routineness is low. On the whole, this study points out that collective autonomy may exercise a motivational effect on attendance at work within teams, but this effect is contingent on task routineness.

Initiating and utilizing shared leadership in teams: The role of leader humility, team proactive personality, and team performance capability.

Science.gov (United States)

Chiu, Chia-Yen Chad; Owens, Bradley P; Tesluk, Paul E

2016-12-01

The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

Hoe teams deadlines halen : een aanzet tot team-timemanagement

NARCIS (Netherlands)

Gevers, J.M.P.; Rutte, C.G.

2014-01-01

Dit artikel geeft een overzicht van de stand van zaken in de wetenschappelijk literatuur ten aanzien van de vraag hoe teams hun deadlines halen. Het beschikbare materiaal wijst erop dat teams beter in staat zijn om deadlines te halen als teamleden, naast een gemeenschappelijke visie op het team en

Teaming up

DEFF Research Database (Denmark)

Warhuus, Jan; Günzel-Jensen, Franziska; Robinson, Sarah

or pre-arranged at random. Therefore we investigate the importance of team formation in the entrepreneurial classroom and ask: (i) What are the underlying factors that influence outcomes of teamwork in student groups? (ii) How does team formation influence student perception of learning?, and (iii) Do...... different team formation strategies produce different teamwork and learning outcomes? Approach: We employed a multiple case study design comprising of 38 student teams to uncover potential links between team formation and student perception of learning. This research draws on data from three different....... A rigorous coding and inductive analysis process was undertaken. Pattern and relationship coding were used to reveal underlying factors, which helped to unveil important similarities and differences between student in different teams’ project progress and perception of learning. Results: When students...

The effects of team reflexivity on psychological well-being in manufacturing teams.

Science.gov (United States)

Chen, Jingqiu; Bamberger, Peter A; Song, Yifan; Vashdi, Dana R

2018-04-01

While the impact of team reflexivity (a.k.a. after-event-reviews, team debriefs) on team performance has been widely examined, we know little about its implications on other team outcomes such as member well-being. Drawing from prior team reflexivity research, we propose that reflexivity-related team processes reduce demands, and enhance control and support. Given the centrality of these factors to work-based strain, we posit that team reflexivity, by affecting these factors, may have beneficial implications on 3 core dimensions of employee burnout, namely exhaustion, cynicism, and inefficacy (reduced personal accomplishment). Using a sample of 469 unskilled manufacturing workers employed in 73 production teams in a Southern Chinese factory, we implemented a time lagged, quasi-field experiment, with half of the teams trained in and executing an end-of-shift team debriefing, and the other half assigned to a control condition and undergoing periodic postshift team-building exercises. Our findings largely supported our hypotheses, demonstrating that relative to team members assigned to the control condition, those assigned to the reflexivity condition experienced a significant improvement in all 3 burnout dimensions over time. These effects were mediated by control and support (but not demands) and amplified as a function of team longevity. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Leading Teams of Higher Education Administrators: Integrating Goal Setting, Team Role, and Team Life Cycle Theories

Science.gov (United States)

Posthuma, Richard; Al-Riyami, Said

2012-01-01

Leaders of higher education institutions can create top management teams of academic administrators to guide and improve their organizations. This study illustrates how the leadership of top management teams can be accomplished successfully through a combination of goal setting (Doran, 1981; Locke & Latham, 1990), understanding of team roles…

Extra-team connections for knowledge transfer between staff teams

Science.gov (United States)

Ramanadhan, Shoba; Wiecha, Jean L.; Emmons, Karen M.; Gortmaker, Steven L.; Viswanath, Kasisomayajula

2009-01-01

As organizations implement novel health promotion programs across multiple sites, they face great challenges related to knowledge management. Staff social networks may be a useful medium for transferring program-related knowledge in multi-site implementation efforts. To study this potential, we focused on the role of extra-team connections (ties between staff members based in different site teams) as potential channels for knowledge sharing. Data come from a cross-sectional study of afterschool childcare staff implementing a health promotion program at 20 urban sites of the Young Men's Christian Association of Greater Boston. We conducted a sociometric social network analysis and attempted a census of 91 program staff members. We surveyed 80 individuals, and included 73 coordinators and general staff, who lead and support implementation, respectively, in this study. A multiple linear regression model demonstrated a positive relationship between extra-team connections (β = 3.41, P knowledge transfer. We also found that intra-team connections (within-team ties between staff members) were also positively related to skill receipt. Connections between teams appear to support knowledge transfer in this network, but likely require greater active facilitation, perhaps via organizational changes. Further research on extra-team connections and knowledge transfer in low-resource, high turnover environments is needed. PMID:19528313

Job satisfaction among mental healthcare professionals: The respective contributions of professional characteristics, team attributes, team processes, and team emergent states

Science.gov (United States)

Fleury, Marie-Josée; Grenier, Guy; Bamvita, Jean-Marie

2017-01-01

Objectives: The aim of this study was to determine the respective contribution of professional characteristics, team attributes, team processes, and team emergent states on the job satisfaction of 315 mental health professionals from Quebec (Canada). Methods: Job satisfaction was measured with the Job Satisfaction Survey. Independent variables were organized into four categories according to a conceptual framework inspired from the Input-Mediator-Outcomes-Input Model. The contribution of each category of variables was assessed using hierarchical regression analysis. Results: Variations in job satisfaction were mostly explained by team processes, with minimal contribution from the other three categories. Among the six variables significantly associated with job satisfaction in the final model, four were team processes: stronger team support, less team conflict, deeper involvement in the decision-making process, and more team collaboration. Job satisfaction was also associated with nursing and, marginally, male gender (professional characteristics) as well as with a stronger affective commitment toward the team (team emergent states). Discussion and Conclusion: Results confirm the importance for health managers of offering adequate support to mental health professionals, and creating an environment favorable to collaboration and decision-sharing, and likely to reduce conflicts between team members. PMID:29276591

Job satisfaction among mental healthcare professionals: The respective contributions of professional characteristics, team attributes, team processes, and team emergent states.

Science.gov (United States)

Fleury, Marie-Josée; Grenier, Guy; Bamvita, Jean-Marie

2017-01-01

The aim of this study was to determine the respective contribution of professional characteristics, team attributes, team processes, and team emergent states on the job satisfaction of 315 mental health professionals from Quebec (Canada). Job satisfaction was measured with the Job Satisfaction Survey. Independent variables were organized into four categories according to a conceptual framework inspired from the Input-Mediator-Outcomes-Input Model. The contribution of each category of variables was assessed using hierarchical regression analysis. Variations in job satisfaction were mostly explained by team processes, with minimal contribution from the other three categories. Among the six variables significantly associated with job satisfaction in the final model, four were team processes: stronger team support, less team conflict, deeper involvement in the decision-making process, and more team collaboration. Job satisfaction was also associated with nursing and, marginally, male gender (professional characteristics) as well as with a stronger affective commitment toward the team (team emergent states). Results confirm the importance for health managers of offering adequate support to mental health professionals, and creating an environment favorable to collaboration and decision-sharing, and likely to reduce conflicts between team members.

A Culinary Cornucopia at the Second Annual Ethnic Food Cook-off | Poster

Science.gov (United States)

Imagine traveling the globe, sampling cuisines from countries as disparate as Russia, Switzerland, India, and Ethiopia. Sounds like a dream vacation, doesn’t it? Thanks to the Employee Diversity Team (EDT) and its group of gastronomic volunteers, the NCI at Frederick community was taken on this culinary journey, gratis, at the second annual Ethnic Food Cook-off. Read more...

The Team Climate Inventory: application in hospital teams and methodological considerations.

NARCIS (Netherlands)

Ouwens, M.M.T.J.; Hulscher, M.E.J.L.; Akkermans, R.P.; Hermens, R.P.M.G.; Grol, R.P.T.M.; Wollersheim, H.C.H.

2008-01-01

OBJECTIVE: To test the validity, reliability and discriminating capacity of an instrument to assess team climate, the Team Climate Inventory (TCI), in a sample of Dutch hospital teams. The TCI is based on a four-factor theory of team climate for innovation. DESIGN: Validation study. SETTING:

Team Scaffolds: How Minimal Team Structures Enable Role-based Coordination

OpenAIRE

Valentine, Melissa A

2013-01-01

In this dissertation, I integrate research on role-based coordination with concepts adapted from the team effectiveness literature to theorize how minimal team structures support effective coordination when people do not work together regularly. I argue that role-based coordination among relative strangers can be interpersonally challenging and propose that team scaffolds (minimal team structures that bound groups of roles rather than groups of individuals) may provide occupants with a tempor...

Teams, Team Motivation, and the Theory of the Firm

DEFF Research Database (Denmark)

Foss, Nicolai Juul; Lindenberg, Siegwart

A concern with teams was central to early attempts to grasp the nature of the firm, but fell out of favor in later work. We encourage a return to the emphasis on teams, but argue that the idea of teams as central to the nature of the firm needs to be grounded in an appreciation of the importance...

Managing multicultural teams.

Science.gov (United States)

Brett, Jeanne; Behfar, Kristin; Kern, Mary C

2006-11-01

Multicultural teams offer a number of advantages to international firms, including deep knowledge of different product markets, culturally sensitive customer service, and 24-hour work rotations. But those advantages may be outweighed by problems stemming from cultural differences, which can seriously impair the effectiveness of a team or even bring itto a stalemate. How can managers best cope with culture-based challenges? The authors conducted in-depth interviews with managers and members of multicultural teams from all over the world. Drawing on their extensive research on dispute resolution and teamwork and those interviews, they identify four problem categories that can create barriers to a team's success: direct versus indirect communication, trouble with accents and fluency, differing attitudes toward hierarchy and authority, and conflicting norms for decision making. If a manager--or a team member--can pinpoint the root cause of the problem, he or she is likelier to select an appropriate strategy for solving it. The most successful teams and managers, the authors found, dealt with multicultural challenges in one of four ways: adaptation (acknowledging cultural gaps openly and working around them), structural intervention (changing the shape or makeup of the team), managerial intervention (setting norms early or bringing in a higher-level manager), and exit (removing a team member when other options have failed). Which strategy is best depends on the particular circumstances--and each has potential complications. In general, though, managers who intervene early and set norms; teams and managers who try to engage everyone on the team; and teams that can see challenges as stemming from culture, not personality, succeed in solving culture-based problems with good humor and creativity. They are the likeliest to harvest the benefits inherent in multicultural teams.

Team Effectiveness and Team Development in CSCL

Science.gov (United States)

Fransen, Jos; Weinberger, Armin; Kirschner, Paul A.

2013-01-01

There is a wealth of research on computer-supported cooperative work (CSCW) that is neglected in computer-supported collaborative learning (CSCL) research. CSCW research is concerned with contextual factors, however, that may strongly influence collaborative learning processes as well, such as task characteristics, team formation, team members'…

Group, Team, or Something in Between? Conceptualising and Measuring Team Entitativity

Science.gov (United States)

Vangrieken, Katrien; Boon, Anne; Dochy, Filip; Kyndt, Eva

2017-01-01

The current gap between traditional team research and research focusing on non-strict teams or groups such as teacher teams hampers boundary-crossing investigations of and theorising on teamwork and collaboration. The main aim of this study includes bridging this gap by proposing a continuum-based team concept, describing the distinction between…

Trust in Diverse Teams

DEFF Research Database (Denmark)

Clausen, Lisbeth

, maintaining team cohesiveness in multicultural teams to collaborate effectively presents a number of challenges. The present study employs the concept of trust to explore influences on team collaboration in high performing teams. The study is based on observation of teams in seven multinational corporations...... and interviews with managers from the US, Europe, China and Japan. The study presents a conceptual framework - a ‘trust buffer’ – which enables analysis and exemplification of the dynamics and challenges of teams as drivers of change. Each team has strategically important tasks, unique capacities and deal...... with change in particular ways: Each team is analyzed in relation to its global (HQ) mandate, local (national) stakeholders and organizational context. It is found that communication energy, resources and team mandate underscore the sense of trust in high performing teams. Diversity is understood...

One Big Happy Family? Unraveling the Relationship between Shared Perceptions of Team Psychological Contracts, Person-Team Fit and Team Performance.

Science.gov (United States)

Gibbard, Katherine; Griep, Yannick; De Cooman, Rein; Hoffart, Genevieve; Onen, Denis; Zareipour, Hamidreza

2017-01-01

With the knowledge that team work is not always associated with high(er) performance, we draw from the Multi-Level Theory of Psychological Contracts, Person-Environment Fit Theory, and Optimal Distinctiveness Theory to study shared perceptions of psychological contract (PC) breach in relation to shared perceptions of complementary and supplementary fit to explain why some teams perform better than other teams. We collected three repeated survey measures in a sample of 128 respondents across 46 teams. After having made sure that we met all statistical criteria, we aggregated our focal variables to the team-level and analyzed our data by means of a longitudinal three-wave autoregressive moderated-mediation model in which each relationship was one-time lag apart. We found that shared perceptions of PC breach were directly negatively related to team output and negatively related to perceived team member effectiveness through a decrease in shared perceptions of supplementary fit. However, we also demonstrated a beneficial process in that shared perceptions of PC breach were positively related to shared perceptions of complementary fit, which in turn were positively related to team output. Moreover, best team output appeared in teams that could combine high shared perceptions of complementary fit with modest to high shared perceptions of supplementary fit. Overall, our findings seem to indicate that in terms of team output there may be a bright side to perceptions of PC breach and that perceived person-team fit may play an important role in this process.

Climate uniformity: its influence on team communication quality, task conflict, and team performance.

Science.gov (United States)

González-Romá, Vicente; Hernández, Ana

2014-11-01

We investigated whether climate uniformity (the pattern of climate perceptions of organizational support within the team) is related to task conflict, team communication quality, and team performance. We used a sample composed of 141 bank branches and collected data at 3 time points. The results obtained showed that, after controlling for aggregate team climate, climate strength, and their interaction, a type of nonuniform climate pattern (weak dissimilarity) was directly related to task conflict and team communication quality. Teams with weak dissimilarity nonuniform patterns tended to show higher levels of task conflict and lower levels of team communication quality than teams with uniform climate patterns. The relationship between weak dissimilarity patterns and team performance was fully mediated by team communication quality. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

[Developing team reflexivity as a learning and working tool for medical teams].

Science.gov (United States)

Riskin, Arieh; Bamberger, Peter

2014-01-01

Team reflexivity is a collective activity in which team members review their previous work, and develop ideas on how to modify their work behavior in order to achieve better future results. It is an important learning tool and a key factor in explaining the varying effectiveness of teams. Team reflexivity encompasses both self-awareness and agency, and includes three main activities: reflection, planning, and adaptation. The model of briefing-debriefing cycles promotes team reflexivity. Its key elements include: Pre-action briefing--setting objectives, roles, and strategies the mission, as well as proposing adaptations based on what was previously learnt from similar procedures; Post-action debriefing--reflecting on the procedure performed and reviewing the extent to which objectives were met, and what can be learnt for future tasks. Given the widespread attention to team-based work systems and organizational learning, efforts should be made toward ntroducing team reflexivity in health administration systems. Implementation could be difficult because most teams in hospitals are short-lived action teams formed for a particular event, with limited time and opportunity to consciously reflect upon their actions. But it is precisely in these contexts that reflexive processes have the most to offer instead of the natural impulsive collective logics. Team reflexivity suggests a potential solution to the major problems of iatorgenesis--avoidable medical errors, as it forces all team members to participate in a reflexive process together. Briefing-debriefing technology was studied mainly in surgical teams and was shown to enhance team-based learning and to improve quality-related outcomes and safety.

“Team Building: Proven Strategies for Improving Team Performance, 4th Edition”

Directory of Open Access Journals (Sweden)

Greg Homan

2008-12-01

Full Text Available Team Building is an important issue for Youth Development professionals. We utilize team-focused work to achieve our objectives in educating youth. The team building skills we integrate into programming serve to prepare youth for the dynamic, highly interpersonal work environment of today. “Team Building: Proven Strategies for Improving Team Performance, 4th Edition,” by W. Dyer, W.G. Dyer, and J. Dyer (2007, provides a practical theoretical framework for those interested in team building application, training, and practice in everyday work.

Using Existing Teams to Teach about Teams: How an MBA Course in Managing Teams Helps Students and the Program

Science.gov (United States)

Isabella, Lynn A.

2005-01-01

This article chronicles the unique manner in which a second-year MBA elective course in managing teams has been crafted using existing first-year learning teams as its core. The design and orchestration of this course are detailed, as are the challenges posed, in delivering a course that not only teaches about teams and team dynamics but does so…

Using artificial team members for team training in virtual environments

NARCIS (Netherlands)

Diggelen, J. van; Muller, T.; Bosch, K. van den

2010-01-01

In a good team, members do not only perform their individual task, they also coordinate their actions with other members of the team. Developing such team skills usually involves exercises with all members playing their role. This approach is costly and has organizational and educational drawbacks.

One Big Happy Family? Unraveling the Relationship between Shared Perceptions of Team Psychological Contracts, Person-Team Fit and Team Performance

Directory of Open Access Journals (Sweden)

Katherine Gibbard

2017-11-01

Full Text Available With the knowledge that team work is not always associated with high(er performance, we draw from the Multi-Level Theory of Psychological Contracts, Person-Environment Fit Theory, and Optimal Distinctiveness Theory to study shared perceptions of psychological contract (PC breach in relation to shared perceptions of complementary and supplementary fit to explain why some teams perform better than other teams. We collected three repeated survey measures in a sample of 128 respondents across 46 teams. After having made sure that we met all statistical criteria, we aggregated our focal variables to the team-level and analyzed our data by means of a longitudinal three-wave autoregressive moderated-mediation model in which each relationship was one-time lag apart. We found that shared perceptions of PC breach were directly negatively related to team output and negatively related to perceived team member effectiveness through a decrease in shared perceptions of supplementary fit. However, we also demonstrated a beneficial process in that shared perceptions of PC breach were positively related to shared perceptions of complementary fit, which in turn were positively related to team output. Moreover, best team output appeared in teams that could combine high shared perceptions of complementary fit with modest to high shared perceptions of supplementary fit. Overall, our findings seem to indicate that in terms of team output there may be a bright side to perceptions of PC breach and that perceived person-team fit may play an important role in this process.

Modelling the Progression of Competitive Performance of an Academy's Soccer Teams.

Science.gov (United States)

Malcata, Rita M; Hopkins, Will G; Richardson, Scott

2012-01-01

Progression of a team's performance is a key issue in competitive sport, but there appears to have been no published research on team progression for periods longer than a season. In this study we report the game-score progression of three teams of a youth talent-development academy over five seasons using a novel analytic approach based on generalised mixed modelling. The teams consisted of players born in 1991, 1992 and 1993; they played totals of 115, 107 and 122 games in Asia and Europe between 2005 and 2010 against teams differing in age by up to 3 years. Game scores predicted by the mixed model were assumed to have an over-dispersed Poisson distribution. The fixed effects in the model estimated an annual linear pro-gression for Aspire and for the other teams (grouped as a single opponent) with adjustment for home-ground advantage and for a linear effect of age difference between competing teams. A random effect allowed for different mean scores for Aspire and opposition teams. All effects were estimated as factors via log-transformation and presented as percent differences in scores. Inferences were based on the span of 90% confidence intervals in relation to thresholds for small factor effects of x/÷1.10 (+10%/-9%). Most effects were clear only when data for the three teams were combined. Older teams showed a small 27% increase in goals scored per year of age difference (90% confidence interval 13 to 42%). Aspire experienced a small home-ground advantage of 16% (-5 to 41%), whereas opposition teams experienced 31% (7 to 60%) on their own ground. After adjustment for these effects, the Aspire teams scored on average 1.5 goals per match, with little change in the five years of their existence, whereas their opponents' scores fell from 1.4 in their first year to 1.0 in their last. The difference in progression was trivial over one year (7%, -4 to 20%), small over two years (15%, -8 to 44%), but unclear over >2 years. In conclusion, the generalized mixed model

Teams as innovative systems: multilevel motivational antecedents of innovation in R&D teams.

Science.gov (United States)

Chen, Gilad; Farh, Jiing-Lih; Campbell-Bush, Elizabeth M; Wu, Zhiming; Wu, Xin

2013-11-01

Integrating theories of proactive motivation, team innovation climate, and motivation in teams, we developed and tested a multilevel model of motivators of innovative performance in teams. Analyses of multisource data from 428 members of 95 research and development (R&D) teams across 33 Chinese firms indicated that team-level support for innovation climate captured motivational mechanisms that mediated between transformational leadership and team innovative performance, whereas members' motivational states (role-breadth self-efficacy and intrinsic motivation) mediated between proactive personality and individual innovative performance. Furthermore, individual motivational states and team support for innovation climate uniquely promoted individual innovative performance, and, in turn, individual innovative performance linked team support for innovation climate to team innovative performance. (c) 2013 APA, all rights reserved.

Study on team evaluation (4). Reliability and validity of questionnaire survey-based team work evaluation method of power plant operator team

International Nuclear Information System (INIS)

Sasou, Kunihide; Hirose, Ayako; Misawa, Ryou; Yamaguchi, Hiroyuki

2006-01-01

The series of this study describes the necessity of the evaluation of team work from two aspects of operator's behavior and operators' mind. The authors propose Team Work Element Model which consists of necessary elements to build high performance team. This report discusses a method to evaluate team work from the second aspect, that is, competency trust, competition, for-the team spirit, etc. The authors survey the previous studies on psychological measures and organize a set of questions to evaluate 10 team work sub elements that are the parts of Team Work Element Model. The factor analysis shows that this set of questions is consists of 13 factors such as task-oriented leadership, harmony-oriented team atmosphere, etc. Close examination of the questions in each factor shows that 8 of 10 team work sub elements can be evaluated by this questionnaire. In addition, this questionnaire comprises scales additional 8 scales such as job satisfaction, leadership, etc. As a result, it is possible to evaluate team work from more comprehensive view points. (author)

Does team stability mediate the relationship between leadership and team learning? An empirical study among Dutch project teams

NARCIS (Netherlands)

Savelsbergh, Chantal M.J.H.; Poell, Rob F.; van der Heijden, Beatrice

2014-01-01

An exploratory field study was conducted among 30 project teams in the sectors of building and utilities, engineering and construction, infrastructure, and area decontamination and development in the Netherlands. It examined the influence of leadership on team learning behaviors and included team

Does team stability mediate the relationship between leadership and team learning? : An empirical study among Dutch project teams

NARCIS (Netherlands)

Savelsbergh, C.; Poell, R.F.; van der Heijden, B.

2015-01-01

An exploratory field study was conducted among 30 project teams in the sectors of building and utilities, engineering and construction, infrastructure, and area decontamination and development in the Netherlands. It examined the influence of leadership on team learning behaviors and included team

Using team cognitive work analysis to reveal healthcare team interactions in a birthing unit.

Science.gov (United States)

Ashoori, Maryam; Burns, Catherine M; d'Entremont, Barbara; Momtahan, Kathryn

2014-01-01

Cognitive work analysis (CWA) as an analytical approach for examining complex sociotechnical systems has shown success in modelling the work of single operators. The CWA approach incorporates social and team interactions, but a more explicit analysis of team aspects can reveal more information for systems design. In this paper, Team CWA is explored to understand teamwork within a birthing unit at a hospital. Team CWA models are derived from theories and models of teamwork and leverage the existing CWA approaches to analyse team interactions. Team CWA is explained and contrasted with prior approaches to CWA. Team CWA does not replace CWA, but supplements traditional CWA to more easily reveal team information. As a result, Team CWA may be a useful approach to enhance CWA in complex environments where effective teamwork is required. This paper looks at ways of analysing cognitive work in healthcare teams. Team Cognitive Work Analysis, when used to supplement traditional Cognitive Work Analysis, revealed more team information than traditional Cognitive Work Analysis. Team Cognitive Work Analysis should be considered when studying teams.

Using team cognitive work analysis to reveal healthcare team interactions in a birthing unit

Science.gov (United States)

Ashoori, Maryam; Burns, Catherine M.; d'Entremont, Barbara; Momtahan, Kathryn

2014-01-01

Cognitive work analysis (CWA) as an analytical approach for examining complex sociotechnical systems has shown success in modelling the work of single operators. The CWA approach incorporates social and team interactions, but a more explicit analysis of team aspects can reveal more information for systems design. In this paper, Team CWA is explored to understand teamwork within a birthing unit at a hospital. Team CWA models are derived from theories and models of teamworkand leverage the existing CWA approaches to analyse team interactions. Team CWA is explained and contrasted with prior approaches to CWA. Team CWA does not replace CWA, but supplements traditional CWA to more easily reveal team information. As a result, Team CWA may be a useful approach to enhance CWA in complex environments where effective teamwork is required. Practitioner Summary: This paper looks at ways of analysing cognitive work in healthcare teams. Team Cognitive Work Analysis, when used to supplement traditional Cognitive Work Analysis, revealed more team information than traditional Cognitive Work Analysis. Team Cognitive Work Analysis should be considered when studying teams PMID:24837514

Quality charters or quality members? A control theory perspective on team charters and team performance.

Science.gov (United States)

Courtright, Stephen H; McCormick, Brian W; Mistry, Sal; Wang, Jiexin

2017-10-01

Though prevalent in practice, team charters have only recently received scholarly attention. However, most of this work has been relatively devoid of theory, and consequently, key questions about why and under what conditions team charter quality affects team performance remain unanswered. To address these gaps, we draw on macro organizational control theory to propose that team charter quality serves as a team-level "behavior" control mechanism that builds task cohesion through a structured exercise. We then juxtapose team charter quality with an "input" team control mechanism that influences the emergence of task cohesion more organically: team conscientiousness. Given their redundant effects on task cohesion, we propose that the effects of team charter quality and team conscientiousness on team performance (through task cohesion) are substitutive such that team charter quality primarily impacts team performance for teams that are low (vs. high) on conscientiousness. We test and find support for our hypotheses in a sample of 239 undergraduate self-managing project teams. Our study contributes to the groups and teams literature in the following ways: first, relative to previous studies, we take a more theory-driven approach toward understanding team charters, and in doing so, uncover when and why team charter quality impacts team performance; second, we integrate two normally disparate perspectives on team effectiveness (team development and team selection) to offer a broader perspective on how teams are "built"; and third, we introduce team charter quality as a performance-enhancing mechanism for teams lower on conscientiousness. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

Team health, an assessment approach to engage first year students in cross-cultural and cross-discipline teams towards more effective team-working

Directory of Open Access Journals (Sweden)

Kathy Egea

Full Text Available Specialists who work in a globalised environment, need to work in teams, if they are to be continuously effective. The challenge for IT educators is to design and implement inter-cultural teamwork practices into their curriculum. Investigating this challenge, this case study describes Team Health, an assessment approach designed to skill students to be more effective in team working in cross-cultural and cross-discipline teams. The educational context is teamwork practice within a first year introductory web design course. Framed by Saunders\\'s virtual team lifecycle model (relationship building and team processes and Hofstede\\'s cultural dimensions (communication and working cross-culturally, the assessment approach utilises reflective and iterative strategies to support team working. At three points in the semester, students complete a survey on these four concepts, identify team strengths and weaknesses from the results of the surveys and work towards addressing one team weakness. The final assessment activity requires students to reflect on team working for the semester. Key attributes for effective team working are identified from the three surveys and the final reflective summaries. This paper compares course outcomes such as team cohesion and student grades to the previous course offering and shows that with the introduction of Team Health, the more complex student cohorts under this study achieve equally well. It is concluded that the guided reflective practices underpinning Team Health can prepare students for first year approaches to teamwork, and thereby provide starting points for working in future global teams where members are both culturally diverse and from different discipline areas.

The Relationships between Work Team Strategic Intent and Work Team Performance

National Research Council Canada - National Science Library

Edison, Thomas R

2007-01-01

...) executive level, six- week program management class in six different locations. The study not only underscores the significance of team focus on performance but also highlights how team characteristics affect team focus and performance...

No Relative Age Effect in the Birth Dates of Award-Winning Athletes in Male Professional Team Sports

Science.gov (United States)

Ford, Paul R.; Williams, A. Mark

2011-01-01

Athletes born early within an annual youth age-group selection year are probably more likely to be selected for sports teams and talent development programs than those born later in that year. Overrepresentation of these relatively older athletes in youth and adult sport is known as the relative age effect (RAE). RAEs were found in these popular…

We will be champions: Leaders' confidence in 'us' inspires team members' team confidence and performance.

Science.gov (United States)

Fransen, K; Steffens, N K; Haslam, S A; Vanbeselaere, N; Vande Broek, G; Boen, F

2016-12-01

The present research examines the impact of leaders' confidence in their team on the team confidence and performance of their teammates. In an experiment involving newly assembled soccer teams, we manipulated the team confidence expressed by the team leader (high vs neutral vs low) and assessed team members' responses and performance as they unfolded during a competition (i.e., in a first baseline session and a second test session). Our findings pointed to team confidence contagion such that when the leader had expressed high (rather than neutral or low) team confidence, team members perceived their team to be more efficacious and were more confident in the team's ability to win. Moreover, leaders' team confidence affected individual and team performance such that teams led by a highly confident leader performed better than those led by a less confident leader. Finally, the results supported a hypothesized mediational model in showing that the effect of leaders' confidence on team members' team confidence and performance was mediated by the leader's perceived identity leadership and members' team identification. In conclusion, the findings of this experiment suggest that leaders' team confidence can enhance members' team confidence and performance by fostering members' identification with the team. © 2015 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.

Developing high-performance cross-functional teams: Understanding motivations, functional loyalties, and teaming fundamentals

Energy Technology Data Exchange (ETDEWEB)

Miller, M.A.

1996-08-01

Teamwork is the key to the future of effective technology management. Today`s technologies and markets have become too complex for individuals to work alone. Global competition, limited resources, cost consciousness, and time pressures have forced organizations and project managers to encourage teamwork. Many of these teams will be cross-functional teams that can draw on a multitude of talents and knowledge. To develop high-performing cross-functional teams, managers must understand motivations, functional loyalties, and the different backgrounds of the individual team members. To develop a better understanding of these issues, managers can learn from experience and from literature on teams and teaming concepts. When studying the literature to learn about cross-functional teaming, managers will find many good theoretical concepts, but when put into practice, these concepts have varying effects. This issue of varying effectiveness is what drives the research for this paper. The teaming concepts were studied to confirm or modify current understanding. The literature was compared with a {open_quotes}ground truth{close_quotes}, a survey of the reality of teaming practices, to examine the teaming concepts that the literature finds to be critical to the success of teams. These results are compared to existing teams to determine if such techniques apply in real-world cases.

The Importance of Team Sex Composition in Team-Training Research Employing Complex Psychomotor Tasks.

Science.gov (United States)

Jarrett, Steven M; Glaze, Ryan M; Schurig, Ira; Arthur, Winfred

2017-08-01

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. 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. 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. The results indicated significant large mean differences such that teams with larger proportions of males had higher performance scores. 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. 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.

The impact of team characteristics and context on team communication: An integrative literature review.

Science.gov (United States)

Tiferes, Judith; Bisantz, Ann M

2018-04-01

Many studies on teams report measures of team communication; however, these studies vary widely in terms of the team characteristics, situations, and tasks studied making it difficult to understand impacts on team communication more generally. The objective of this review is systematically summarize relationships between measures of team communication and team characteristics and situational contexts. A literature review was conducted searching in four electronic databases (PsycINFO, MEDLINE, Ergonomics Abstracts, and SocINDEX). Additional studies were identified by cross-referencing. Articles included for final review had reported at least one team communication measure associated with some team and/or context dimension. Ninety-nine of 727 articles met the inclusion criteria. Data extracted from articles included characteristics of the studies and teams and the nature of each of the reported team and/or context dimensions-team communication properties relationships. Some dimensions (job role, situational stressors, training strategies, cognitive artifacts, and communication media) were found to be consistently linked to changes in team communication. A synthesized diagram that describes the possible associations between eleven team and context dimensions and nine team communication measures is provided along with research needs. Copyright © 2017 Elsevier Ltd. All rights reserved.

Toward Learning Teams

DEFF Research Database (Denmark)

Hoda, Rashina; Babb, Jeff; Nørbjerg, Jacob

2013-01-01

to sacrifice learning-focused practices. Effective learning under pressure involves conscious efforts to implement original agile practices such as retrospectives and adapted strategies such as learning spikes. Teams, their management, and customers must all recognize the importance of creating learning teams......Today's software development challenges require learning teams that can continuously apply new engineering and management practices, new and complex technical skills, cross-functional skills, and experiential lessons learned. The pressure of delivering working software often forces software teams...

MANAGING MULTICULTURAL PROJECT TEAMS

Directory of Open Access Journals (Sweden)

Cezar SCARLAT

2014-06-01

Full Text Available The article is based on literature review and authors’ own recent experience in managing multicultural project teams, in international environment. This comparative study considers two groups of projects: technical assistance (TA projects versus information technology (IT projects. The aim is to explore the size and structure of the project teams – according to the team formation and its lifecycle, and to identify some distinctive attributes of the project teams – both similarities and differences between the above mentioned types of projects. Distinct focus of the research is on the multiculturalism of the project teams: how the cultural background of the team members influences the team performance and team management. Besides the results of the study are the managerial implications: how the team managers could soften the cultural clash, and avoid inter-cultural misunderstandings and even conflicts – in order to get a better performance. Some practical examples are provided as well.

Task versus relationship conflict, team performance, and team member satisfaction: a meta-analysis.

Science.gov (United States)

De Dreu, Carsten K W; Weingart, Laurie R

2003-08-01

This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, results revealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductory textbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task conflict team performance, and team member satisfaction. As predicted, conflict had stronger negative relations with team performance in highly complex (decision making, project, mixed) than in less complex (production) tasks. Finally, task conflict was less negatively related to team performance when task conflict and relationship conflict were weakly, rather than strongly, correlated.

Study on dynamic team performance evaluation methodology based on team situation awareness model

International Nuclear Information System (INIS)

Kim, Suk Chul

2005-02-01

The purpose of this thesis is to provide a theoretical framework and its evaluation methodology of team dynamic task performance of operating team at nuclear power plant under the dynamic and tactical environment such as radiological accident. This thesis suggested a team dynamic task performance evaluation model so called team crystallization model stemmed from Endsely's situation awareness model being comprised of four elements: state, information, organization, and orientation and its quantification methods using system dynamics approach and a communication process model based on a receding horizon control approach. The team crystallization model is a holistic approach for evaluating the team dynamic task performance in conjunction with team situation awareness considering physical system dynamics and team behavioral dynamics for a tactical and dynamic task at nuclear power plant. This model provides a systematic measure to evaluate time-dependent team effectiveness or performance affected by multi-agents such as plant states, communication quality in terms of transferring situation-specific information and strategies for achieving the team task goal at given time, and organizational factors. To demonstrate the applicability of the proposed model and its quantification method, the case study was carried out using the data obtained from a full-scope power plant simulator for 1,000MWe pressurized water reactors with four on-the-job operating groups and one expert group who knows accident sequences. Simulated results team dynamic task performance with reference key plant parameters behavior and team-specific organizational center of gravity and cue-and-response matrix illustrated good symmetry with observed value. The team crystallization model will be useful and effective tool for evaluating team effectiveness in terms of recruiting new operating team for new plant as cost-benefit manner. Also, this model can be utilized as a systematic analysis tool for

Study on dynamic team performance evaluation methodology based on team situation awareness model

Energy Technology Data Exchange (ETDEWEB)

Kim, Suk Chul

2005-02-15

The purpose of this thesis is to provide a theoretical framework and its evaluation methodology of team dynamic task performance of operating team at nuclear power plant under the dynamic and tactical environment such as radiological accident. This thesis suggested a team dynamic task performance evaluation model so called team crystallization model stemmed from Endsely's situation awareness model being comprised of four elements: state, information, organization, and orientation and its quantification methods using system dynamics approach and a communication process model based on a receding horizon control approach. The team crystallization model is a holistic approach for evaluating the team dynamic task performance in conjunction with team situation awareness considering physical system dynamics and team behavioral dynamics for a tactical and dynamic task at nuclear power plant. This model provides a systematic measure to evaluate time-dependent team effectiveness or performance affected by multi-agents such as plant states, communication quality in terms of transferring situation-specific information and strategies for achieving the team task goal at given time, and organizational factors. To demonstrate the applicability of the proposed model and its quantification method, the case study was carried out using the data obtained from a full-scope power plant simulator for 1,000MWe pressurized water reactors with four on-the-job operating groups and one expert group who knows accident sequences. Simulated results team dynamic task performance with reference key plant parameters behavior and team-specific organizational center of gravity and cue-and-response matrix illustrated good symmetry with observed value. The team crystallization model will be useful and effective tool for evaluating team effectiveness in terms of recruiting new operating team for new plant as cost-benefit manner. Also, this model can be utilized as a systematic analysis tool for

Attributions by Team Members for Team Outcomes in Finnish Working Life

OpenAIRE

Valo, Maarit; Hurme, Pertti

2010-01-01

This study focuses on teamwork in Finnish working life. Through a wide cross-section of teams the study examines the causes to which team members attribute the outcomes of their teams. Qualitative data was collected from 314 respondents. They wrote 616 stories to describe memorable experiences of success and failure in teamwork. The stories revealed 1930 explanations. The findings indicate that both favorable and unfavorable team outcomes are perceived as being caused by ...

A Measure of Team Resilience: Developing the Resilience at Work Team Scale.

Science.gov (United States)

McEwen, Kathryn; Boyd, Carolyn M

2018-03-01

This study develops, and initial evaluates, a new measure of team-based resilience for use in research and practice. We conducted preliminary analyses, based on a cross-sectional sample of 344 employees nested within 31 teams. Seven dimensions were identified through exploratory and confirmatory factor analyses. The measure had high reliability and significant discrimination to indicate the presence of a unique team-based aspect of resilience that contributed to higher work engagement and higher self-rated team performance, over and above the effects of individual resilience. Multilevel analyses showed that team, but not individual, resilience predicted self-rated team performance. Practice implications include a need to focus on collective as well as individual behaviors in resilience-building. The measure provides a diagnostic instrument for teams and a scale to evaluate organizational interventions and research the relationship of resilience to other constructs.

A Conceptual Framework for Team Social Capital as Basis for Organizational Team Synergy

OpenAIRE

Raluca ZOLTAN

2012-01-01

The purpose of this paper is to outline a conceptual framework of team social capital as a basis for reaching organizational team synergy. The dimensions of team social capital and the basic conditions required for organizational team synergy enable the extension of current model of team social capital by including of other variables. Today’s managers must consider these variables since the team tends to be the basic structural unit of current organizations and synergy, the key to achieving h...

An interdisciplinary team communication framework and its application to healthcare 'e-teams' systems design.

Science.gov (United States)

Kuziemsky, Craig E; Borycki, Elizabeth M; Purkis, Mary Ellen; Black, Fraser; Boyle, Michael; Cloutier-Fisher, Denise; Fox, Lee Ann; MacKenzie, Patricia; Syme, Ann; Tschanz, Coby; Wainwright, Wendy; Wong, Helen

2009-09-15

There are few studies that examine the processes that interdisciplinary teams engage in and how we can design health information systems (HIS) to support those team processes. This was an exploratory study with two purposes: (1) To develop a framework for interdisciplinary team communication based on structures, processes and outcomes that were identified as having occurred during weekly team meetings. (2) To use the framework to guide 'e-teams' HIS design to support interdisciplinary team meeting communication. An ethnographic approach was used to collect data on two interdisciplinary teams. Qualitative content analysis was used to analyze the data according to structures, processes and outcomes. We present details for team meta-concepts of structures, processes and outcomes and the concepts and sub concepts within each meta-concept. We also provide an exploratory framework for interdisciplinary team communication and describe how the framework can guide HIS design to support 'e-teams'. The structures, processes and outcomes that describe interdisciplinary teams are complex and often occur in a non-linear fashion. Electronic data support, process facilitation and team video conferencing are three HIS tools that can enhance team function.

An interdisciplinary team communication framework and its application to healthcare 'e-teams' systems design

Directory of Open Access Journals (Sweden)

MacKenzie Patricia

2009-09-01

Full Text Available Abstract Background There are few studies that examine the processes that interdisciplinary teams engage in and how we can design health information systems (HIS to support those team processes. This was an exploratory study with two purposes: (1 To develop a framework for interdisciplinary team communication based on structures, processes and outcomes that were identified as having occurred during weekly team meetings. (2 To use the framework to guide 'e-teams' HIS design to support interdisciplinary team meeting communication. Methods An ethnographic approach was used to collect data on two interdisciplinary teams. Qualitative content analysis was used to analyze the data according to structures, processes and outcomes. Results We present details for team meta-concepts of structures, processes and outcomes and the concepts and sub concepts within each meta-concept. We also provide an exploratory framework for interdisciplinary team communication and describe how the framework can guide HIS design to support 'e-teams'. Conclusion The structures, processes and outcomes that describe interdisciplinary teams are complex and often occur in a non-linear fashion. Electronic data support, process facilitation and team video conferencing are three HIS tools that can enhance team function.

Travelling with football teams

African Journals Online (AJOL)

ultimately on the performance of the teams on the playing field and not so much ... However, travelling with a football team presents the team physician .... physician to determine the nutritional ..... diarrhoea in elite athletes: an audit of one team.

Developing Your Dream Team

Science.gov (United States)

Gatlin, Kenda

2005-01-01

Almost anyone has held various roles on a team, be it a family unit, sports team, or a project-oriented team. As an educator, one must make a conscious decision to build and invest in a team. Gathering the best team possible will help one achieve one's goals. This article explores some of the key reasons why it is important to focus on the team…

Nuclear materials 1993 annual report. Volume 8, No. 2

Energy Technology Data Exchange (ETDEWEB)

NONE

1995-05-01

This annual report of the US Nuclear Regulatory Commission`s Office for Analysis and Evaluation of Operational Data (AEOD) describes activities conducted during 1993. The report is published in two parts. NUREG-1272, Vol. 8, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about the trends of some key performance measures. The report also includes the principal findings and issues identified in AEOD studies over the past year and summarizes information from such sources as licensee event reports, diagnostic evaluations, and reports to the NRC`s Operations Center. NUREG-1272, Vol. 8, No. 2, covers nuclear materials and presents a review of the events and concerns during 1993 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. Note that the subtitle of No. 2 has been changed from ``Nonreactors`` to ``Nuclear Materials.`` Both reports also contain a discussion of the Incident Investigation Team program and summarize both the Incident Investigation Team and Augmented Inspection Team reports. Each volume contains a list of the AEOD reports issued from 1980 through 1993.

Nuclear materials 1993 annual report. Volume 8, No. 2

International Nuclear Information System (INIS)

1995-05-01

This annual report of the US Nuclear Regulatory Commission's Office for Analysis and Evaluation of Operational Data (AEOD) describes activities conducted during 1993. The report is published in two parts. NUREG-1272, Vol. 8, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about the trends of some key performance measures. The report also includes the principal findings and issues identified in AEOD studies over the past year and summarizes information from such sources as licensee event reports, diagnostic evaluations, and reports to the NRC's Operations Center. NUREG-1272, Vol. 8, No. 2, covers nuclear materials and presents a review of the events and concerns during 1993 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. Note that the subtitle of No. 2 has been changed from ''Nonreactors'' to ''Nuclear Materials.'' Both reports also contain a discussion of the Incident Investigation Team program and summarize both the Incident Investigation Team and Augmented Inspection Team reports. Each volume contains a list of the AEOD reports issued from 1980 through 1993

A Conceptual Framework for Team Social Capital as Basis for Organizational Team Synergy

Directory of Open Access Journals (Sweden)

Raluca ZOLTAN

2012-08-01

Full Text Available The purpose of this paper is to outline a conceptual framework of team social capital as a basis for reaching organizational team synergy. The dimensions of team social capital and the basic conditions required for organizational team synergy enable the extension of current model of team social capital by including of other variables. Today’s managers must consider these variables since the team tends to be the basic structural unit of current organizations and synergy, the key to achieving high performance in global competition.

Building the team for team science

Science.gov (United States)

Read, Emily K.; O'Rourke, M.; Hong, G. S.; Hanson, P. C.; Winslow, Luke A.; Crowley, S.; Brewer, C. A.; Weathers, K. C.

2016-01-01

The ability to effectively exchange information and develop trusting, collaborative relationships across disciplinary boundaries is essential for 21st century scientists charged with solving complex and large-scale societal and environmental challenges, yet these communication skills are rarely taught. Here, we describe an adaptable training program designed to increase the capacity of scientists to engage in information exchange and relationship development in team science settings. A pilot of the program, developed by a leader in ecological network science, the Global Lake Ecological Observatory Network (GLEON), indicates that the training program resulted in improvement in early career scientists’ confidence in team-based network science collaborations within and outside of the program. Fellows in the program navigated human-network challenges, expanded communication skills, and improved their ability to build professional relationships, all in the context of producing collaborative scientific outcomes. Here, we describe the rationale for key communication training elements and provide evidence that such training is effective in building essential team science skills.

The impact of brief team communication, leadership and team behavior training on ad hoc team performance in trauma care settings.

Science.gov (United States)

Roberts, Nicole K; Williams, Reed G; Schwind, Cathy J; Sutyak, John A; McDowell, Christopher; Griffen, David; Wall, Jarrod; Sanfey, Hilary; Chestnut, Audra; Meier, Andreas H; Wohltmann, Christopher; Clark, Ted R; Wetter, Nathan

2014-02-01

Communication breakdowns and care coordination problems often cause preventable adverse patient care events, which can be especially acute in the trauma setting, in which ad hoc teams have little time for advanced planning. Existing teamwork curricula do not address the particular issues associated with ad hoc emergency teams providing trauma care. Ad hoc trauma teams completed a preinstruction simulated trauma encounter and were provided with instruction on appropriate team behaviors and team communication. Teams completed a postinstruction simulated trauma encounter immediately afterward and 3 weeks later, then completed a questionnaire. Blinded raters rated videotapes of the simulations. Participants expressed high levels of satisfaction and intent to change practice after the intervention. Participants changed teamwork and communication behavior on the posttest, and changes were sustained after a 3-week interval, though there was some loss of retention. Brief training exercises can change teamwork and communication behaviors on ad hoc trauma teams. Copyright © 2014 Elsevier Inc. All rights reserved.

Future Time Perspective in Occupational Teams: Do Older Workers Prefer More Familiar Teams?

Directory of Open Access Journals (Sweden)

Laura U. A. Gärtner

2017-09-01

Full Text Available Working in teams is quite popular across different industries and cultures. While some of these teams exist for longer time periods, other teams collaborate only for short periods and members switch into new teams after goals are accomplished. However, workers’ preferences for joining a new team might vary in different ways. Based on Carstensen’s socioemotional selectivity theory, we predict that emotionally meaningful teams are prioritized when occupational future time perspective (OFTP is perceived as limited. Building and expanding on studies outside of the work context, we expected that older as compared to younger workers prefer more familiar teams, and that this effect is mediated by workers’ OFTP. Moreover, we assumed that experimentally manipulated OFTP can change such team preferences. The hypotheses were tested in an online scenario study using three experimental conditions (within-person design. Four hundred and fifty-four workers (57% female, age M = 45.98, SD = 11.46 were asked to choose between a familiar and a new team in three consecutive trials: under an unspecified OFTP (baseline, under an expanded OFTP (amendment of retirement age, and under a restricted OFTP (insolvency of the current company. Whereas the baseline condition was always first, the order of the second and third conditions was randomized among participants. In the baseline condition, results showed the expected mediation effect of workers’ OFTP on the relation between workers’ age and preference for a familiar over a new team. Higher age was associated with more limited OFTP, which in turn was associated with higher preference for a familiar over a new team. Moreover, experimentally restricting OFTP increased preference for a familiar team over a new team regardless of workers’ age, providing further evidence for the assumed causal processes and showing interesting avenues for practical interventions in occupational teams.

Future Time Perspective in Occupational Teams: Do Older Workers Prefer More Familiar Teams?

Science.gov (United States)

Gärtner, Laura U. A.; Hertel, Guido

2017-01-01

Working in teams is quite popular across different industries and cultures. While some of these teams exist for longer time periods, other teams collaborate only for short periods and members switch into new teams after goals are accomplished. However, workers’ preferences for joining a new team might vary in different ways. Based on Carstensen’s socioemotional selectivity theory, we predict that emotionally meaningful teams are prioritized when occupational future time perspective (OFTP) is perceived as limited. Building and expanding on studies outside of the work context, we expected that older as compared to younger workers prefer more familiar teams, and that this effect is mediated by workers’ OFTP. Moreover, we assumed that experimentally manipulated OFTP can change such team preferences. The hypotheses were tested in an online scenario study using three experimental conditions (within-person design). Four hundred and fifty-four workers (57% female, age M = 45.98, SD = 11.46) were asked to choose between a familiar and a new team in three consecutive trials: under an unspecified OFTP (baseline), under an expanded OFTP (amendment of retirement age), and under a restricted OFTP (insolvency of the current company). Whereas the baseline condition was always first, the order of the second and third conditions was randomized among participants. In the baseline condition, results showed the expected mediation effect of workers’ OFTP on the relation between workers’ age and preference for a familiar over a new team. Higher age was associated with more limited OFTP, which in turn was associated with higher preference for a familiar over a new team. Moreover, experimentally restricting OFTP increased preference for a familiar team over a new team regardless of workers’ age, providing further evidence for the assumed causal processes and showing interesting avenues for practical interventions in occupational teams. PMID:29018376

Future Time Perspective in Occupational Teams: Do Older Workers Prefer More Familiar Teams?

Science.gov (United States)

Gärtner, Laura U A; Hertel, Guido

2017-01-01

Working in teams is quite popular across different industries and cultures. While some of these teams exist for longer time periods, other teams collaborate only for short periods and members switch into new teams after goals are accomplished. However, workers' preferences for joining a new team might vary in different ways. Based on Carstensen's socioemotional selectivity theory, we predict that emotionally meaningful teams are prioritized when occupational future time perspective (OFTP) is perceived as limited. Building and expanding on studies outside of the work context, we expected that older as compared to younger workers prefer more familiar teams, and that this effect is mediated by workers' OFTP. Moreover, we assumed that experimentally manipulated OFTP can change such team preferences. The hypotheses were tested in an online scenario study using three experimental conditions (within-person design). Four hundred and fifty-four workers (57% female, age M = 45.98, SD = 11.46) were asked to choose between a familiar and a new team in three consecutive trials: under an unspecified OFTP (baseline), under an expanded OFTP (amendment of retirement age), and under a restricted OFTP (insolvency of the current company). Whereas the baseline condition was always first, the order of the second and third conditions was randomized among participants. In the baseline condition, results showed the expected mediation effect of workers' OFTP on the relation between workers' age and preference for a familiar over a new team. Higher age was associated with more limited OFTP, which in turn was associated with higher preference for a familiar over a new team. Moreover, experimentally restricting OFTP increased preference for a familiar team over a new team regardless of workers' age, providing further evidence for the assumed causal processes and showing interesting avenues for practical interventions in occupational teams.

The impact of athlete leaders on team members’ team outcome confidence: A test of mediation by team identification and collective efficacy

OpenAIRE

Fransen, Katrien; Coffee, Pete; Vanbeselaere, Norbert; Slater, Matthew; De Cuyper, Bert; Boen, Filip

2014-01-01

Research on the effect of athlete leadership on pre-cursors of team performance such as team confidence is sparse. To explore the underlying mechanisms of how athlete leaders impact their team’s confidence, an online survey was completed by 2,867 players and coaches from nine different team sports in Flanders (Belgium). We distinguished between two types of team confidence: collective efficacy, assessed by the CEQS subscales of Effort, Persistence, Preparation, and Unity; and team outcome con...

Complex Problem Solving in Teams: The Impact of Collective Orientation on Team Process Demands.

Science.gov (United States)

Hagemann, Vera; Kluge, Annette

2017-01-01

Complex problem solving is challenging and a high-level cognitive process for individuals. When analyzing complex problem solving in teams, an additional, new dimension has to be considered, as teamwork processes increase the requirements already put on individual team members. After introducing an idealized teamwork process model, that complex problem solving teams pass through, and integrating the relevant teamwork skills for interdependently working teams into the model and combining it with the four kinds of team processes (transition, action, interpersonal, and learning processes), the paper demonstrates the importance of fulfilling team process demands for successful complex problem solving within teams. Therefore, results from a controlled team study within complex situations are presented. The study focused on factors that influence action processes, like coordination, such as emergent states like collective orientation, cohesion, and trust and that dynamically enable effective teamwork in complex situations. Before conducting the experiments, participants were divided by median split into two-person teams with either high ( n = 58) or low ( n = 58) collective orientation values. The study was conducted with the microworld C3Fire, simulating dynamic decision making, and acting in complex situations within a teamwork context. The microworld includes interdependent tasks such as extinguishing forest fires or protecting houses. Two firefighting scenarios had been developed, which takes a maximum of 15 min each. All teams worked on these two scenarios. Coordination within the team and the resulting team performance were calculated based on a log-file analysis. The results show that no relationships between trust and action processes and team performance exist. Likewise, no relationships were found for cohesion. Only collective orientation of team members positively influences team performance in complex environments mediated by action processes such as

Leading team learning: what makes interprofessional teams learn to work well?

Science.gov (United States)

Chatalalsingh, Carole; Reeves, Scott

2014-11-01

This article describes an ethnographic study focused on exploring leaders of team learning in well-established nephrology teams in an academic healthcare organization in Canada. Employing situational theory of leadership, the article provides details on how well established team members advance as "learning leaders". Data were gathered by ethnographic methods over a 9-month period with the members of two nephrology teams. These learning to care for the sick teams involved over 30 regulated health professionals, such as physicians, nurses, social workers, pharmacists, dietitians and other healthcare practitioners, staff, students and trainees, all of whom were collectively managing obstacles and coordinating efforts. Analysis involved an inductive thematic analysis of observations, reflections, and interview transcripts. The study indicated how well established members progress as team-learning leaders, and how they adapt to an interprofessional culture through the activities they employ to enable day-to-day learning. The article uses situational theory of leadership to generate a detailed illumination of the nature of leaders' interactions within an interprofessional context.

Collocation Impact on Team Effectiveness

Directory of Open Access Journals (Sweden)

M Eccles

2010-11-01

Full Text Available The collocation of software development teams is common, specially in agile software development environments. However little is known about the impact of collocation on the team’s effectiveness. This paper explores the impact of collocating agile software development teams on a number of team effectiveness factors. The study focused on South African software development teams and gathered data through the use of questionnaires and interviews. The key finding was that collocation has a positive impact on a number of team effectiveness factors which can be categorised under team composition, team support, team management and structure and team communication. Some of the negative impact collocation had on team effectiveness relate to the fact that team members perceived that less emphasis was placed on roles, that morale of the group was influenced by individuals, and that collocation was invasive, reduced level of privacy and increased frequency of interruptions. Overall through it is proposed that companies should consider collocating their agile software development teams, as collocation might leverage overall team effectiveness.

Exploring effectiveness of team communication: Balancing synchronous and asynchronous communication in design teams

NARCIS (Netherlands)

Otter, den A.F.H.J.; Emmitt, S.

2007-01-01

Purpose – Effective teams use a balance of synchronous and asynchronous communication. Team communication is dependent on the communication acts of team members and the ability of managers to facilitate, stimulate and motivate them. Team members from organizations using different information systems

Lead us not into tanktation: a simulation modelling approach to gain insights into incentives for sporting teams to tank.

Science.gov (United States)

Tuck, Geoffrey N; Whitten, Athol R

2013-01-01

Annual draft systems are the principal method used by teams in major sporting leagues to recruit amateur players. These draft systems frequently take one of three forms: a lottery style draft, a weighted draft, or a reverse-order draft. Reverse-order drafts can create incentives for teams to deliberately under-perform, or tank, due to the perceived gain from obtaining quality players at higher draft picks. This paper uses a dynamic simulation model that captures the key components of a win-maximising sporting league, including the amateur player draft, draft choice error, player productivity, and between-team competition, to explore how competitive balance and incentives to under-perform vary according to league characteristics. We find reverse-order drafts can lead to some teams cycling between success and failure and to other teams being stuck in mid-ranking positions for extended periods of time. We also find that an incentive for teams to tank exists, but that this incentive decreases (i) as uncertainty in the ability to determine quality players in the draft increases, (ii) as the number of teams in the league reduces, (iii) as team size decreases, and (iv) as the number of teams adopting a tanking strategy increases. Simulation models can be used to explore complex stochastic dynamic systems such as sports leagues, where managers face difficult decisions regarding the structure of their league and the desire to maintain competitive balance.

Lead us not into tanktation: a simulation modelling approach to gain insights into incentives for sporting teams to tank.

Directory of Open Access Journals (Sweden)

Geoffrey N Tuck

Full Text Available Annual draft systems are the principal method used by teams in major sporting leagues to recruit amateur players. These draft systems frequently take one of three forms: a lottery style draft, a weighted draft, or a reverse-order draft. Reverse-order drafts can create incentives for teams to deliberately under-perform, or tank, due to the perceived gain from obtaining quality players at higher draft picks. This paper uses a dynamic simulation model that captures the key components of a win-maximising sporting league, including the amateur player draft, draft choice error, player productivity, and between-team competition, to explore how competitive balance and incentives to under-perform vary according to league characteristics. We find reverse-order drafts can lead to some teams cycling between success and failure and to other teams being stuck in mid-ranking positions for extended periods of time. We also find that an incentive for teams to tank exists, but that this incentive decreases (i as uncertainty in the ability to determine quality players in the draft increases, (ii as the number of teams in the league reduces, (iii as team size decreases, and (iv as the number of teams adopting a tanking strategy increases. Simulation models can be used to explore complex stochastic dynamic systems such as sports leagues, where managers face difficult decisions regarding the structure of their league and the desire to maintain competitive balance.

Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams

DEFF Research Database (Denmark)

Svane Hansen, Tine; Hope, Alexander John; Moehler, Robert C.

2012-01-01

for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication......The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge...... generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies. Keywords: Global Virtual teams, ICT, leadership, motivation, self-management, millenials....

How Team-Level and Individual-Level Conflict Influences Team Commitment: A Multilevel Investigation

Science.gov (United States)

Lee, Sanghyun; Kwon, Seungwoo; Shin, Shung J.; Kim, MinSoo; Park, In-Jo

2018-01-01

We investigate how two different types of conflict (task conflict and relationship conflict) at two different levels (individual-level and team-level) influence individual team commitment. The analysis was conducted using data we collected from 193 employees in 31 branch offices of a Korean commercial bank. The relationships at multiple levels were tested using hierarchical linear modeling (HLM). The results showed that individual-level relationship conflict was negatively related to team commitment while individual-level task conflict was not. In addition, both team-level task and relationship conflict were negatively associated with team commitment. Finally, only team-level relationship conflict significantly moderated the relationship between individual-level relationship conflict and team commitment. We further derive theoretical implications of these findings. PMID:29387033

How Team-Level and Individual-Level Conflict Influences Team Commitment: A Multilevel Investigation

Directory of Open Access Journals (Sweden)

Sanghyun Lee

2018-01-01

Full Text Available We investigate how two different types of conflict (task conflict and relationship conflict at two different levels (individual-level and team-level influence individual team commitment. The analysis was conducted using data we collected from 193 employees in 31 branch offices of a Korean commercial bank. The relationships at multiple levels were tested using hierarchical linear modeling (HLM. The results showed that individual-level relationship conflict was negatively related to team commitment while individual-level task conflict was not. In addition, both team-level task and relationship conflict were negatively associated with team commitment. Finally, only team-level relationship conflict significantly moderated the relationship between individual-level relationship conflict and team commitment. We further derive theoretical implications of these findings.

The Impact of Environmental Complexity and Team Training on Team Processes and Performance in Multi-Team Environments

National Research Council Canada - National Science Library

Cobb, Marshall

1999-01-01

This study examined how manipulating the level of environmental complexity and the type of team training given to subject volunteers impacted important team process behaviors and performance outcomes...

76 FR 42683 - Establishment of a Team Under the National Construction Safety Team Act

Science.gov (United States)

2011-07-19

...-01] Establishment of a Team Under the National Construction Safety Team Act AGENCY: National..., announces the establishment of a National Construction Safety Team pursuant to the National Construction Safety Team Act. The Team was established to study the effects of the tornado that touched down in Joplin...

Netball team members, but not hobby group members, distinguish team characteristics from group characteristics.

Science.gov (United States)

Stillman, Jennifer A; Fletcher, Richard B; Carr, Stuart C

2007-04-01

Research on groups is often applied to sport teams, and research on teams is often applied to groups. This study investigates the extent to which individuals have distinct schemas for groups and teams. A list of team and group characteristics was generated from 250 individuals, for use in this and related research. Questions about teams versus groups carry an a priori implication that differences exist; therefore, list items were presented to new participants and were analyzed using signal detection theory, which can accommodate a finding of no detectable difference between a nominated category and similar items. Participants were 30 members from each of the following: netball teams, the general public, and hobby groups. Analysis revealed few features that set groups apart from teams; however, teams were perceived as more structured and demanding, requiring commitment and effort toward shared goals. Team and group characteristics were more clearly defined to team members than they were to other participant groups. The research has implications for coaches and practitioners.

Leading multiple teams: average and relative external leadership influences on team empowerment and effectiveness.

Science.gov (United States)

Luciano, Margaret M; Mathieu, John E; Ruddy, Thomas M

2014-03-01

External leaders continue to be an important source of influence even when teams are empowered, but it is not always clear how they do so. Extending research on structurally empowered teams, we recognize that teams' external leaders are often responsible for multiple teams. We adopt a multilevel approach to model external leader influences at both the team level and the external leader level of analysis. In doing so, we distinguish the influence of general external leader behaviors (i.e., average external leadership) from those that are directed differently toward the teams that they lead (i.e., relative external leadership). Analysis of data collected from 451 individuals, in 101 teams, reporting to 25 external leaders, revealed that both relative and average external leadership related positively to team empowerment. In turn, team empowerment related positively to team performance and member job satisfaction. However, while the indirect effects were all positive, we found that relative external leadership was not directly related to team performance, and average external leadership evidenced a significant negative direct influence. Additionally, relative external leadership exhibited a significant direct positive influence on member job satisfaction as anticipated, whereas average external leadership did not. These findings attest to the value in distinguishing external leaders' behaviors that are exhibited consistently versus differentially across empowered teams. Implications and future directions for the study and management of external leaders overseeing multiple teams are discussed.

Staff Turnover in Assertive Community Treatment (Act) Teams: The Role of Team Climate.

Science.gov (United States)

Zhu, Xi; Wholey, Douglas R; Cain, Cindy; Natafgi, Nabil

2017-03-01

Staff turnover in Assertive Community Treatment (ACT) teams can result in interrupted services and diminished support for clients. This paper examines the effect of team climate, defined as team members' shared perceptions of their work environment, on turnover and individual outcomes that mediate the climate-turnover relationship. We focus on two climate dimensions: safety and quality climate and constructive conflict climate. Using survey data collected from 26 ACT teams, our analyses highlight the importance of safety and quality climate in reducing turnover, and job satisfaction as the main mediator linking team climate to turnover. The findings offer practical implications for team management.

Complex Problem Solving in Teams: The Impact of Collective Orientation on Team Process Demands

Science.gov (United States)

Hagemann, Vera; Kluge, Annette

2017-01-01

Complex problem solving is challenging and a high-level cognitive process for individuals. When analyzing complex problem solving in teams, an additional, new dimension has to be considered, as teamwork processes increase the requirements already put on individual team members. After introducing an idealized teamwork process model, that complex problem solving teams pass through, and integrating the relevant teamwork skills for interdependently working teams into the model and combining it with the four kinds of team processes (transition, action, interpersonal, and learning processes), the paper demonstrates the importance of fulfilling team process demands for successful complex problem solving within teams. Therefore, results from a controlled team study within complex situations are presented. The study focused on factors that influence action processes, like coordination, such as emergent states like collective orientation, cohesion, and trust and that dynamically enable effective teamwork in complex situations. Before conducting the experiments, participants were divided by median split into two-person teams with either high (n = 58) or low (n = 58) collective orientation values. The study was conducted with the microworld C3Fire, simulating dynamic decision making, and acting in complex situations within a teamwork context. The microworld includes interdependent tasks such as extinguishing forest fires or protecting houses. Two firefighting scenarios had been developed, which takes a maximum of 15 min each. All teams worked on these two scenarios. Coordination within the team and the resulting team performance were calculated based on a log-file analysis. The results show that no relationships between trust and action processes and team performance exist. Likewise, no relationships were found for cohesion. Only collective orientation of team members positively influences team performance in complex environments mediated by action processes such as

Complex Problem Solving in Teams: The Impact of Collective Orientation on Team Process Demands

Directory of Open Access Journals (Sweden)

Vera Hagemann

2017-09-01

Full Text Available Complex problem solving is challenging and a high-level cognitive process for individuals. When analyzing complex problem solving in teams, an additional, new dimension has to be considered, as teamwork processes increase the requirements already put on individual team members. After introducing an idealized teamwork process model, that complex problem solving teams pass through, and integrating the relevant teamwork skills for interdependently working teams into the model and combining it with the four kinds of team processes (transition, action, interpersonal, and learning processes, the paper demonstrates the importance of fulfilling team process demands for successful complex problem solving within teams. Therefore, results from a controlled team study within complex situations are presented. The study focused on factors that influence action processes, like coordination, such as emergent states like collective orientation, cohesion, and trust and that dynamically enable effective teamwork in complex situations. Before conducting the experiments, participants were divided by median split into two-person teams with either high (n = 58 or low (n = 58 collective orientation values. The study was conducted with the microworld C3Fire, simulating dynamic decision making, and acting in complex situations within a teamwork context. The microworld includes interdependent tasks such as extinguishing forest fires or protecting houses. Two firefighting scenarios had been developed, which takes a maximum of 15 min each. All teams worked on these two scenarios. Coordination within the team and the resulting team performance were calculated based on a log-file analysis. The results show that no relationships between trust and action processes and team performance exist. Likewise, no relationships were found for cohesion. Only collective orientation of team members positively influences team performance in complex environments mediated by action processes

Team-based global organizations

DEFF Research Database (Denmark)

Zander, Lena; Butler, Christina; Mockaitis, Audra

2015-01-01

diversity in enhancing team creativity and performance, and 2) the sharing of knowledge in team-based organizations, while the other two themes address global team leadership: 3) the unprecedented significance of social capital for the success of global team leader roles; and 4) the link between shared......This chapter draws on a panel discussion of the future of global organizing as a team-based organization at EIBA 2014 in Uppsala, Sweden. We began by discussing contemporary developments of hybrid forms of hierarchy and teams-based organizing, but we venture to propose that as organizations become...... characterized by decreased importance of hierarchal structures, more fluidity across borders, even a possible dissolution of firm boundaries, we move towards team-based organizing as an alternative to more traditional forms of hierarchical-based organizing in global firms. To provide input for a discussion...

Integrated Hatchery Operations Team: Policies and Procedures for Columbia Basin Anadromous Salmonid Hatcheries, 1994 Annual Report.

Energy Technology Data Exchange (ETDEWEB)

Integrated Hatchery Operations Team (Northwest Power Planning Council, Portland, OR)

1995-01-01

This document outlines regional policies and procedures for hatchery operations in the Columbia River Basin. The purpose of these policies is to provide regional guidelines by which all anadromous fish hatcheries will be operated. These policies will be adopted by the fisheries co-managers, and will provide guidance to operate hatcheries in an efficient and biologically sound manner. The hatchery policies presented in this manual are not intended to establish production priorities. Rather, the intent is to guide hatchery operations once production numbers are established. Hatchery operations discussed in this report include broodstock collection, spawning, incubation of eggs, fish rearing and feeding, fish release, equipment maintenance and operations, and personnel training. Decisions regarding production priorities must be provided by fishery managers through a comprehensive plan that addresses both natural and hatchery fish production. The Integrated Hatchery Operations Team is a multi-agency group called for by the Northwest Power Planning Council. This team was directed to develop new basinwide policies for managing and operating all existing and future anadromous fish hatcheries in the Columbia River Basin. The parties pledge to confer with each other and to use their authorities and resources to accomplish these mutually acceptable hatchery practices.

Team Creativity: The Effects of Perceived Learning Culture, Developmental Feedback and Team Cohesion

Science.gov (United States)

Joo, Baek-Kyoo; Song, Ji Hoon; Lim, Doo Hun; Yoon, Seung Won

2012-01-01

This study investigates the influence of perceived learning culture, developmental feedback and team cohesion on team creativity. The results showed that the demographic variables, the three antecedents and their interactions explained 41 per cent of variance in team creativity. Team creativity was positively correlated with a higher level of…

The bigger they are, the harder they fall: linking team power, team conflict, and performance

NARCIS (Netherlands)

Greer, L.L.; Caruso, H.M.; Jehn, K.A.

2011-01-01

Across two field studies, we investigate the impact of team power on team conflict and performance. Team power is based on the control of resources that enables a team to influence others in the company. We find across both studies that low-power teams outperform high-power teams. In both studies,

Stimulating teachers’ team performance through team-oriented HR practices

NARCIS (Netherlands)

Bouwmans, Machiel; Runhaar, Piety; Wesselink, Renate; Mulder, Martin

2017-01-01

Teams of teachers are increasingly held accountable for the quality of education and educational reforms in vocational education and training institutions. However, historically teachers have not been required to engage in deep-level collaboration, thus team-oriented HR practices are being used

Role of force training in physical training of student basketball team players

Directory of Open Access Journals (Sweden)

S.S. Brynzak

2013-10-01

Full Text Available Presented results of the implementation of the program of strength training in the preparation of the annual cycle of student basketball team. The study involved 15 athletes. The testing program included the evaluation of home and remote speed (running 6 and 20 m with a high launch, speed and overall endurance (2x40 shuttle run test with and Cooper, speed-strength (high jump, strength (gets dynamometry. Strength training program was included in classes 3 times a week for two months before the start of the competition period. Found that the proposed program of strength training improves physical fitness of the players. Marked increase in the level of development of motor qualities of the players during the macrocycle. There was a significant increase in physical fitness of players on the team at the end of the competition period. Marked improvement in starting, telecommuting, speed and speed endurance. Increased overall endurance and strength, but the level of development is low.

Ability Dispersion and Team Performance

DEFF Research Database (Denmark)

Hoogendoorn, Sander; Parker, Simon C.; Van Praag, Mirjam

What is the effect of dispersed levels of cognitive ability of members of a (business) team on their team's performance? This paper reports the results of a field experiment in which 573 students in 49 (student) teams start up and manage real companies under identical circumstances for one year. We...... ensured exogenous variation in otherwise random team composition by assigning students to teams based on their measured cognitive abilities. Each team performs a variety of tasks, often involving complex decision making. The key result of the experiment is that the performance of business teams first...... increases and then decreases with ability dispersion. We seek to understand this finding by developing a model in which team members of different ability levels form sub- teams with other team members with similar ability levels to specialize in different productive tasks. Diversity spreads production over...

Speeding Up Team Learning.

Science.gov (United States)

Edmondson, Amy; Bohmer, Richard; Pisano, Gary

2001-01-01

A study of 16 cardiac surgery teams looked at how the teams adapted to new ways of working. The challenge of team management is to implement new processes as quickly as possible. Steps for creating a learning team include selecting a mix of skills and expertise, framing the challenge, and creating an environment of psychological safety. (JOW)

Diversity in goal orientation, team reflexivity, and team performance

NARCIS (Netherlands)

Pieterse, Anne Nederveen; van Knippenberg, Daan; van Ginkel, Wendy P.

Although recent research highlights the role of team member goal orientation in team functioning, research has neglected the effects of diversity in goal orientation. In a laboratory study with groups working on a problem-solving task, we show that diversity in learning and performance orientation

Performance of student software development teams: the influence of personality and identifying as team members

Science.gov (United States)

Monaghan, Conal; Bizumic, Boris; Reynolds, Katherine; Smithson, Michael; Johns-Boast, Lynette; van Rooy, Dirk

2015-01-01

One prominent approach in the exploration of the variations in project team performance has been to study two components of the aggregate personalities of the team members: conscientiousness and agreeableness. A second line of research, known as self-categorisation theory, argues that identifying as team members and the team's performance norms should substantially influence the team's performance. This paper explores the influence of both these perspectives in university software engineering project teams. Eighty students worked to complete a piece of software in small project teams during 2007 or 2008. To reduce limitations in statistical analysis, Monte Carlo simulation techniques were employed to extrapolate from the results of the original sample to a larger simulated sample (2043 cases, within 319 teams). The results emphasise the importance of taking into account personality (particularly conscientiousness), and both team identification and the team's norm of performance, in order to cultivate higher levels of performance in student software engineering project teams.

Trauma teams and time to early management during in situ trauma team training.

Science.gov (United States)

Härgestam, Maria; Lindkvist, Marie; Jacobsson, Maritha; Brulin, Christine; Hultin, Magnus

2016-01-29

To investigate the association between the time taken to make a decision to go to surgery and gender, ethnicity, years in profession, experience of trauma team training, experience of structured trauma courses and trauma in the trauma team, as well as use of closed-loop communication and leadership styles during trauma team training. In situ trauma team training. The patient simulator was preprogrammed to represent a severely injured patient (injury severity score: 25) suffering from hypovolemia due to external trauma. An emergency room in an urban Scandinavian level one trauma centre. A total of 96 participants were divided into 16 trauma teams. Each team consisted of six team members: one surgeon/emergency physician (designated team leader), one anaesthesiologist, one registered nurse anaesthetist, one registered nurse from the emergency department, one enrolled nurse from the emergency department and one enrolled nurse from the operating theatre. HRs with CIs (95% CI) for the time taken to make a decision to go to surgery was computed from a Cox proportional hazards model. Three variables remained significant in the final model. Closed-loop communication initiated by the team leader increased the chance of a decision to go to surgery (HR: 3.88; CI 1.02 to 14.69). Only 8 of the 16 teams made the decision to go to surgery within the timeframe of the trauma team training. Conversely, call-outs and closed-loop communication initiated by the team members significantly decreased the chance of a decision to go to surgery, (HR: 0.82; CI 0.71 to 0.96, and HR: 0.23; CI 0.08 to 0.71, respectively). Closed-loop communication initiated by the leader appears to be beneficial for teamwork. In contrast, a high number of call-outs and closed-loop communication initiated by team members might lead to a communication overload. Published by the BMJ Publishing Group Limited. For permission to use (where not already granted under a licence) please go to http://www.bmj.com/company/products-services/rights-and-licensing/

Exploring effectiveness of team communication: Balancing synchronous and asynchronous communication in design teams

DEFF Research Database (Denmark)

den Otter, Ad; Emmitt, Stephen

2007-01-01

Effective teams use a balance of synchronous and asynchronous communication. Team communication is dependent on the communication acts of team members and the ability of managers to facilitate, stimulate and motivate them. Team members from organizations using different information systems tend...... to have different understanding, opinions, and rates of adoption and skills levels regarding specific IT tools. The purpose of this paper is to explore the effective use of tools for communication in design teams and the strategies for the use of specific tools....

High-school Student Teams in a National NASA Microgravity Science Competition

Science.gov (United States)

DeLombard, Richard; Hodanbosi, Carol; Stocker, Dennis

2003-01-01

of Illinois, Indiana, Michigan, Minnesota, Ohio, and Wisconsin. The third year for DIME was conducted during the 2002-2003 school year for teams from the fifty United States, the District of Columbia, and Puerto Rico. An annual national DIME program is planned for the foreseeable future. Presented in this paper will be a description of DIME, an overview of the planning and execution of such a program, results from the first three years, and lessons learned from the first national competition.

Team structure and regulatory focus: the impact of regulatory fit on team dynamic.

Science.gov (United States)

Dimotakis, Nikolaos; Davison, Robert B; Hollenbeck, John R

2012-03-01

We report a within-teams experiment testing the effects of fit between team structure and regulatory task demands on task performance and satisfaction through average team member positive affect and helping behaviors. We used a completely crossed repeated-observations design in which 21 teams enacted 2 tasks with different regulatory focus characteristics (prevention and promotion) in 2 organizational structures (functional and divisional), resulting in 84 observations. Results suggested that salient regulatory demands inherent in the task interacted with structure to determine objective and subjective team-level outcomes, such that functional structures were best suited to (i.e., had best fit with) tasks with a prevention regulatory focus and divisional structures were best suited to tasks with a promotion regulatory focus. This contingency finding integrates regulatory focus and structural contingency theories, and extends them to the team level with implications for models of performance, satisfaction, and team dynamics.

The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams.

Science.gov (United States)

Homan, Astrid C; Buengeler, Claudia; Eckhoff, Robert A; van Ginkel, Wendy P; Voelpel, Sven C

2015-09-01

Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation calls for research on the conditions under which diversity training helps or harms teams. We propose that diversity training can increase team creativity, but only for teams with less positive pretraining diversity beliefs (i.e., teams with a greater need for such training) and that are sufficiently diverse in nationality. Comparing the creativity of teams that attended nationality diversity training versus control training, we found that for teams with less positive diversity beliefs, diversity training increased creative performance when the team's nationality diversity was high, but undermined creativity when the team's nationality diversity was low. Diversity training had less impact on teams with more positive diversity beliefs, and training effects were not contingent upon these teams' diversity. Speaking to the underlying process, we showed that these interactive effects were driven by the experienced team efficacy of the team members. We discuss theoretical and practical implications for nationality diversity management. (c) 2015 APA, all rights reserved).

Gender Composition of Tactical Decision Making Teams; Impact on Team Process and Outcome

National Research Council Canada - National Science Library

Elliott, Linda

1997-01-01

This study investigates the performance of teams differing in gender composition on a university-developed synthetic task, the Team Interactive Decision Exercise for Teams Incorporating Distributed Expertise (TIDE2...

Model of Team Organization and Behavior and Team Description Method

Science.gov (United States)

1984-10-01

PERFORMING ORG& REPORT’ NUMBER 7.AUTHIOR(&) 0. CONTRACT OR GRANT NUMOSR(ej J. Thomas Roth Rohn J. Hritz HDA 903-81-C-0198: VEa Donald W. McGill 9...team descriptions are included, acid procedures for data recording are provided. 4q-4 4 iv, G OP S• . . • ,," $1 . . ’ __ _ _ _ ’ / . • , Utilization...Listing of thi! number acid identification of the roles adopted by team members in the actual team structure, along with KOS and primary equipment

Implementation of a team-based learning course: Work required and perceptions of the teaching team.

Science.gov (United States)

Morris, Jenny

2016-11-01

Team-based learning was selected as a strategy to help engage pre-registration undergraduate nursing students in a second-year evidence-informed decision making course. To detail the preparatory work required to deliver a team-based learning course; and to explore the perceptions of the teaching team of their first experience using team-based learning. Descriptive evaluation. Information was extracted from a checklist and process document developed by the course leader to document the work required prior to and during implementation. Members of the teaching team were interviewed by a research assistant at the end of the course using a structured interview schedule to explore perceptions of first time implementation. There were nine months between the time the decision was made to use team-based learning and the first day of the course. Approximately 60days were needed to reconfigure the course for team-based learning delivery, develop the knowledge and expertise of the teaching team, and develop and review the resources required for the students and the teaching team. This reduced to around 12days for the subsequent delivery. Interview data indicated that the teaching team were positive about team-based learning, felt prepared for the course delivery and did not identify any major problems during this first implementation. Implementation of team-based learning required time and effort to prepare the course materials and the teaching team. The teaching team felt well prepared, were positive about using team-based learning and did not identify any major difficulties. Crown Copyright © 2016. Published by Elsevier Ltd. All rights reserved.

Your cancer care team

Science.gov (United States)

... gov/ency/patientinstructions/000929.htm Your cancer care team To use the sharing features on this page, ... help your body heal. Working with Your Care Team Each member of your care team plays an ...

Conceptualizing Interprofessional Teams as Multi-Team Systems-Implications for Assessment and Training.

Science.gov (United States)

West, Courtney; Landry, Karen; Graham, Anna; Graham, Lori; Cianciolo, Anna T; Kalet, Adina; Rosen, Michael; Sherman, Deborah Witt

2015-01-01

SGEA 2015 CONFERENCE ABSTRACT (EDITED). Evaluating Interprofessional Teamwork During a Large-Scale Simulation. Courtney West, Karen Landry, Anna Graham, and Lori Graham. CONSTRUCT: This study investigated the multidimensional measurement of interprofessional (IPE) teamwork as part of large-scale simulation training. Healthcare team function has a direct impact on patient safety and quality of care. However, IPE team training has not been the norm. Recognizing the importance of developing team-based collaborative care, our College of Nursing implemented an IPE simulation activity called Disaster Day and invited other professions to participate. The exercise consists of two sessions: one in the morning and another in the afternoon. The disaster scenario is announced just prior to each session, which consists of team building, a 90-minute simulation, and debriefing. Approximately 300 Nursing, Medicine, Pharmacy, Emergency Medical Technicians, and Radiology students and over 500 standardized and volunteer patients participated in the Disaster Day event. To improve student learning outcomes, we created 3 competency-based instruments to evaluate collaborative practice in multidimensional fashion during this exercise. A 20-item IPE Team Observation Instrument designed to assess interprofessional team's attainment of Interprofessional Education Collaborative (IPEC) competencies was completed by 20 faculty and staff observing the Disaster Day simulation. One hundred sixty-six standardized patients completed a 10-item Standardized Patient IPE Team Evaluation Instrument developed from the IPEC competencies and adapted items from the 2014 Henry et al. PIVOT Questionnaire. This instrument assessed the standardized or volunteer patient's perception of the team's collaborative performance. A 29-item IPE Team's Perception of Collaborative Care Questionnaire, also created from the IPEC competencies and divided into 5 categories of Values/Ethics, Roles and Responsibilities

Strategies to Enhance Online Learning Teams. Team Assessment and Diagnostics Instrument and Agent-based Modeling

Science.gov (United States)

2010-08-12

Strategies to Enhance Online Learning Teams Team Assessment and Diagnostics Instrument and Agent-based Modeling Tristan E. Johnson, Ph.D. Learning ...REPORT DATE AUG 2010 2. REPORT TYPE 3. DATES COVERED 00-00-2010 to 00-00-2010 4. TITLE AND SUBTITLE Strategies to Enhance Online Learning ...TeamsTeam Strategies to Enhance Online Learning Teams: Team Assessment and Diagnostics Instrument and Agent-based Modeling 5a. CONTRACT NUMBER 5b. GRANT

Determinants of team-sport performance: implications for altitude training by team-sport athletes

Science.gov (United States)

Bishop, David J; Girard, Olivier

2013-01-01

Team sports are increasingly popular, with millions of participants worldwide. Athletes engaged in these sports are required to repeatedly produce skilful actions and maximal or near-maximal efforts (eg, accelerations, changes in pace and direction, sprints, jumps and kicks), interspersed with brief recovery intervals (consisting of rest or low-intensity to moderate-intensity activity), over an extended period of time (1–2 h). While performance in most team sports is dominated by technical and tactical proficiencies, successful team-sport athletes must also have highly-developed, specific, physical capacities. Much effort goes into designing training programmes to improve these physical capacities, with expected benefits for team-sport performance. Recently, some team sports have introduced altitude training in the belief that it can further enhance team-sport physical performance. Until now, however, there is little published evidence showing improved team-sport performance following altitude training, despite the often considerable expense involved. In the absence of such studies, this review will identify important determinants of team-sport physical performance that may be improved by altitude training, with potential benefits for team-sport performance. These determinants can be broadly described as factors that enhance either sprint performance or the ability to recover from maximal or near-maximal efforts. There is some evidence that some of these physical capacities may be enhanced by altitude training, but further research is required to verify that these adaptations occur, that they are greater than what could be achieved by appropriate sea-level training and that they translate to improved team-sport performance. PMID:24282200

Determinants of team-sport performance: implications for altitude training by team-sport athletes.

Science.gov (United States)

Bishop, David J; Girard, Olivier

2013-12-01

Team sports are increasingly popular, with millions of participants worldwide. Athletes engaged in these sports are required to repeatedly produce skilful actions and maximal or near-maximal efforts (eg, accelerations, changes in pace and direction, sprints, jumps and kicks), interspersed with brief recovery intervals (consisting of rest or low-intensity to moderate-intensity activity), over an extended period of time (1-2 h). While performance in most team sports is dominated by technical and tactical proficiencies, successful team-sport athletes must also have highly-developed, specific, physical capacities. Much effort goes into designing training programmes to improve these physical capacities, with expected benefits for team-sport performance. Recently, some team sports have introduced altitude training in the belief that it can further enhance team-sport physical performance. Until now, however, there is little published evidence showing improved team-sport performance following altitude training, despite the often considerable expense involved. In the absence of such studies, this review will identify important determinants of team-sport physical performance that may be improved by altitude training, with potential benefits for team-sport performance. These determinants can be broadly described as factors that enhance either sprint performance or the ability to recover from maximal or near-maximal efforts. There is some evidence that some of these physical capacities may be enhanced by altitude training, but further research is required to verify that these adaptations occur, that they are greater than what could be achieved by appropriate sea-level training and that they translate to improved team-sport performance.

Trauma team leaders' non-verbal communication: video registration during trauma team training.

Science.gov (United States)

Härgestam, Maria; Hultin, Magnus; Brulin, Christine; Jacobsson, Maritha

2016-03-25

There is widespread consensus on the importance of safe and secure communication in healthcare, especially in trauma care where time is a limiting factor. Although non-verbal communication has an impact on communication between individuals, there is only limited knowledge of how trauma team leaders communicate. The purpose of this study was to investigate how trauma team members are positioned in the emergency room, and how leaders communicate in terms of gaze direction, vocal nuances, and gestures during trauma team training. Eighteen trauma teams were audio and video recorded during trauma team training in the emergency department of a hospital in northern Sweden. Quantitative content analysis was used to categorize the team members' positions and the leaders' non-verbal communication: gaze direction, vocal nuances, and gestures. The quantitative data were interpreted in relation to the specific context. Time sequences of the leaders' gaze direction, speech time, and gestures were identified separately and registered as time (seconds) and proportions (%) of the total training time. The team leaders who gained control over the most important area in the emergency room, the "inner circle", positioned themselves as heads over the team, using gaze direction, gestures, vocal nuances, and verbal commands that solidified their verbal message. Changes in position required both attention and collaboration. Leaders who spoke in a hesitant voice, or were silent, expressed ambiguity in their non-verbal communication: and other team members took over the leader's tasks. In teams where the leader had control over the inner circle, the members seemed to have an awareness of each other's roles and tasks, knowing when in time and where in space these tasks needed to be executed. Deviations in the leaders' communication increased the ambiguity in the communication, which had consequences for the teamwork. Communication cannot be taken for granted; it needs to be practiced

Team Proactivity as a Linking Mechanism between Team Creative Efficacy, Transformational Leadership, and Risk-Taking Norms and Team Creative Performance

Science.gov (United States)

Shin, Yuhyung; Eom, Chanyoung

2014-01-01

Despite the growing body of research on creativity in team contexts, very few attempts have been made to explore the team-level antecedents and the mediating processes of team creative performance on the basis of a theoretical framework. To address this gap, drawing on Paulus and Dzindolet's (2008) group creativity model, this study proposed team…

Psychometric test of the Team Climate Inventory-short version investigated in Dutch quality improvement teams

OpenAIRE

Nieboer Anna P; Strating Mathilde MH

2009-01-01

Abstract Background Although some studies have used the Team Climate Inventory within teams working in health care settings, none of these included quality improvement teams. The aim of our study is to investigate the psychometric properties of the 14-item version of the Team Climate Inventory in healthcare quality improvement teams participating in a Dutch quality collaborative. Methods This study included quality improvement teams participating in the Care for Better improvement program for...

Innovation in globally distributed teams: the role of LMX, communication frequency, and member influence on team decisions.

Science.gov (United States)

Gajendran, Ravi S; Joshi, Aparna

2012-11-01

For globally distributed teams charged with innovation, member contributions to the team are crucial for effective performance. Prior research, however, suggests that members of globally distributed teams often feel isolated and excluded from their team's activities and decisions. How can leaders of such teams foster member inclusion in team decisions? Drawing on leader-member exchange (LMX) theory, we propose that for distributed teams, LMX and communication frequency jointly shape member influence on team decisions. Findings from a test of our hypotheses using data from 40 globally distributed teams suggest that LMX can enhance member influence on team decisions when it is sustained through frequent leader-member communication. This joint effect is strengthened as team dispersion increases. At the team level, member influence on team decisions has a positive effect on team innovation. (c) 2012 APA, all rights reserved.

Comparison of indicators of the team game performance between the U.S. team and teams of his rivals at the World Championship Men 2010

OpenAIRE

Rédli, Tomáš

2011-01-01

Title of thesis: Comparison of indicators of the team game performance between the U.S. team and teams of his rivals at the Wprld Championship Men 2010 Aim of the thesis: The aim of the thesis is to compare indicators of the team game performance of Team USA and its rivals. On the basis of this comparison will be a confrontation of both teams after the match and find differences in their game performance. Methods of the thesis: The main method of the thesis is quantitative analysis of 6 selec...

Honor among thieves: The interaction of team and member deviance on trust in the team.

Science.gov (United States)

Schabram, Kira; Robinson, Sandra L; Cruz, Kevin S

2018-05-03

In this article, we examine member trust in deviant teams. We contend that a member's trust in his or her deviant team depends on the member's own deviant actions; although all members will judge the actions of their deviant teams as rational evidence that they should not be trusted, deviant members, but not honest members, can hold on to trust in their teams because of a sense of connection to the team. We tested our predictions in a field study of 562 members across 111 teams and 24 organizations as well as in an experiment of 178 participants in deviant and non-deviant teams. Both studies show that honest members experience a greater decline in trust as team deviance goes up. Moreover, our experiment finds that deviant members have as much trust in their deviant teams as honest members do in honest teams, but only in teams with coordinated rather than independent acts of deviance, in which deviant members engage in a variety of ongoing dynamics foundational to a sense of connection and affective-based trust. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Tinkering self-efficacy and team interaction on freshman engineering design teams

Science.gov (United States)

Richardson, Arlisa Labrie

This study utilizes Bandura's theory of self-efficacy as a framework to examine the development of tinkering skills white working on a freshman engineering design team. The four sources of self-efficacy were analyzed in the context of tinkering within the design team. The research question, 'Does tinkering self-efficacy change for female students during the Freshman Engineering Design class while working on mixed sex teams?', was addressed using quantitative data collection and field observations. Approximately 41 students enrolled in a freshman engineering design class at a public university in the southwest participated by providing self-reports about their tinkering involvement during each design project. In addition, three mixed-sex student teams were observed while working to complete the course design projects. An observation protocol based on Bandura's sources of self efficacy, was used to document tinkering interactions within the three observed teams. The results revealed that Bandura's sources of self-efficacy influenced tinkering involvement. The self-efficacy source, performance accomplishment measured through prior tinkering experience, was the most influential on tinkering involvement. Unlike Bandura's ranking of influence, verbal persuasion was shown to correlate with more tinkering behaviors than the observation of others. The number of females on a team had no impact on tinkering involvement. Tinkering involvement did not change as students progressed from one project to another. However, the competitive nature of the design project appeared to have a negative impact on tinkering involvement and the division of tasks within the team. In addition, a difference was found in the female students' perception of their tinkering involvement and observation of their tinkering involvement. The findings suggest that effective implementation of teamwork including teamwork preparation, more emphasis on the design process and the elimination of competition

Building multidisciplinary business teams

International Nuclear Information System (INIS)

Dyson, C.J.; Winte, N.C.

1991-01-01

This paper is a description of an approach to managing Exploration and Production assets through the operation of multidisciplinary business teams. The business team approach can assist in improved asset performance in terms of efficiency, motivation and business results, compared with more traditional matrix style hierarchies. Within this paper certain critical success factors for the long term success of multidiscipline teams are outlined, together with some of the risk of business team operation

Formalization of Team Creation

OpenAIRE

Cerman, Tomáš

2010-01-01

This paper is divided to practical and theoretical part. Theoretical part defines essential background of personality and work psychology which are pillars for using the personality and roles typology in practical part. I also define conceptions such as group, team, procedures of making the team. Practical part is focused at making the repertoary grid which outlines proximity of team roles, anchored in the repertoary grids upon personal atributes basis and picked team positions.

A Data Scheduling and Management Infrastructure for the TEAM Network

Science.gov (United States)

Andelman, S.; Baru, C.; Chandra, S.; Fegraus, E.; Lin, K.; Unwin, R.

2009-04-01

The objective of the Tropical Ecology Assessment and Monitoring Network (www.teamnetwork.org) is "To generate real time data for monitoring long-term trends in tropical biodiversity through a global network of TEAM sites (i.e. field stations in tropical forests), providing an early warning system on the status of biodiversity to effectively guide conservation action". To achieve this, the TEAM Network operates by collecting data via standardized protocols at TEAM Sites. The standardized TEAM protocols include the Climate, Vegetation and Terrestrial Vertebrate Protocols. Some sites also implement additional protocols. There are currently 7 TEAM Sites with plans to grow the network to 15 by June 30, 2009 and 50 TEAM Sites by the end of 2010. Climate Protocol The Climate Protocol entails the collection of climate data via meteorological stations located at the TEAM Sites. This includes information such as precipitation, temperature, wind direction and strength and various solar radiation measurements. Vegetation Protocol The Vegetation Protocol collects standardized information on tropical forest trees and lianas. A TEAM Site will have between 6-9 1ha plots where trees and lianas larger than a pre-specified size are mapped, identified and measured. This results in each TEAM Site repeatedly measuring between 3000-5000 trees annually. Terrestrial Vertebrate Protocol The Terrestrial Vertebrate Protocol collects standardized information on mid-sized tropical forest fauna (i.e. birds and mammals). This information is collected via camera traps (i.e. digital cameras with motion sensors housed in weather proof casings). The images taken by the camera trap are reviewed to identify what species are captured in the image by the camera trap. The image and the interpretation of what is in the image are the data for the Terrestrial Vertebrate Protocol. The amount of data collected through the TEAM protocols provides a significant yet exciting IT challenge. The TEAM Network is

En atferdsfortolkning av team-effektivitet: med fagartikkel: Problemløsende strategi for team-atferd

OpenAIRE

Eriksen-Deinoff, Tina E. Svedenborg

2014-01-01

Master i læring i komplekse systemer The concept of team defines a group of people by design or by selection of behaviour in a collaborating working process. Overall, teams are supposed to perform with better outcome than individuals do. Scholars have voiced the need for more scientific research and documentation of how teams perform with higher efficiency and better effectiveness. Mainly, scholars measure team-effectiveness and team-efficiency with surveys, observer ratings or behavi...

Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance.

Science.gov (United States)

Hu, Jia; Erdogan, Berrin; Jiang, Kaifeng; Bauer, Talya N; Liu, Songbo

2018-03-01

In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing as mediators. Further, we hypothesize and examine team power distance as a moderator of the relationship. We tested our hypotheses using data gathered from 72 work teams and 354 individual members from 11 information and technology firms in China using a multiple-source, time-lagged research design. We found that the positive relationship between leader humility and team information sharing was significant and positive only within teams with a low power distance value. In addition, leader humility was negatively related to team psychological safety in teams with a high power distance value, whereas the relationship was positive yet nonsignificant in teams with low power distance. Furthermore, team information sharing and psychological safety were both significantly related to team creativity. We discuss theoretical and practical implications for leadership and work teams. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Task versus relationship conflict, team performance and team member satisfaction: a meta-analysis

NARCIS (Netherlands)

de Dreu, C.K.W.; Weingart, L.R.

2003-01-01

This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, resultsrevealed strong and negative correlations between relationship conflict, team performance, and

Antecedents of team potency and team effectiveness: an examination of goal and process clarity and servant leadership.

Science.gov (United States)

Hu, Jia; Liden, Robert C

2011-07-01

Integrating theories of self-regulation with team and leadership literatures, this study investigated goal and process clarity and servant leadership as 3 antecedents of team potency and subsequent team effectiveness, operationalized as team performance and organizational citizenship behavior. Our sample of 304 employees represented 71 teams in 5 banks. Results showed that team-level goal and process clarity as well as team servant leadership served as 3 antecedents of team potency and subsequent team performance and team organizational citizenship behavior. Furthermore, we found that servant leadership moderated the relationships between both goal and process clarity and team potency, such that the positive relationships between both goal and process clarity and team potency were stronger in the presence of servant leadership.

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

Science.gov (United States)

Bedwell, Wendy L; Ramsay, P Scott; Salas, Eduardo

2012-12-01

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.

Short-term service trips and the interprofessional team: a perspective from Honduras.

Science.gov (United States)

VanderWielen, Lynn M; Halder, Gabriela E; Enurah, Alexander S; Pearson, Catherine; Stevens, Michael P; Crossman, Steven H

2015-03-01

Short-term service trips from the USA annually spend over $250 million dollars to provide healthcare to individuals in developing nations. These trips often uniquely define goals as related to changes in the host population and overlook the valuable benefits potentially incurred by the trip volunteers. The Honduras Outreach Medical Brigada Relief Effort utilizes an interprofessional team approach to develop the dual goals of improving health and quality of life in host communities and improving interprofessional teamwork values and skills among participants. This article outlines details of this program, describes on-going evaluation work and discusses the interprofessional implications from this project.

Leadership for Distributed Teams

NARCIS (Netherlands)

De Rooij, J.P.G.

2009-01-01

The aim of this dissertation was to study the little examined, yet important issue of leadership for distributed teams. Distributed teams are defined as: “teams of which members are geographically distributed and are therefore working predominantly via mediated communication means on an

Hazards Control Department 1996 Annual Report

Energy Technology Data Exchange (ETDEWEB)

Richards, J.

1997-06-30

This annual report on the activities of the Hazards Control Department (HCD) in 1996 is part of the department's continuing effort to foster a working environment at Lawrence Livermore National Laboratory where every person has the means, ability, and desire to work safely. The significant accomplishments and activities, the various services provided, and research into Environment, Safety, and Health (ES&H) issues by HCD would not have been possible without the many and ongoing contributions by its employees and support personnel. The HCD Leadership Team thanks each and every one in the department for their efforts and work in 1996 and for their personal commitment to keeping one of the premier research and scientific institutions in the world today a safe and healthy place.

Interpersonal team leadership skills.

Science.gov (United States)

Nelson, M

1995-05-01

To say that a team leader's job is a tough one is certainly not saying enough. It is up to the team leader to manage a group of people to be individuals but yet work as a team. The team leader must keep the peace and yet create a revolution with this group all at the same time. The good leader will require a lot of education, training, and tons of practical application to be a success. The good news, however, is that the team leader's job is a rewarding one, one that they'll always feel good about if they do it right. How many of us get the opportunity to take a group of wonderful, thinking individual minds and pull from them ideas that a whole team can take to success? Yes, the job is indeed tough, but the paybacks are many.

The role of justice in team member satisfaction with the leader and attachment to the team.

Science.gov (United States)

Phillips, J M; Douthitt, E A; Hyland, M M

2001-04-01

This study examined the effects of team decision accuracy, team member decision influence, leader consideration behaviors, and justice perceptions on staff members' satisfaction with the leader and attachment to the team in hierarchical decision-making teams. The authors proposed that staff members' justice perceptions would mediate the relationship between (a) team decision accuracy, (b) the amount of influence a staff member has in the team leader's decision, and (c) the leader's consideration behaviors and staff attachment to the team and satisfaction with the leader. The results of an experiment involving 128 participants in a total of 64 teams, who made recommendations to a confederate acting as the team leader, generally support the proposed model.

Team leaders' motivational behaviour and its influence upon team performance. A study on self-perceptions and team members' perceptions in a South African multinational

NARCIS (Netherlands)

van der Heijden, Beatrice; Verbaan, W.H.

2006-01-01

The aim of the study that is described in this article was to determine the relationship between team leaders' motivational behavior and the performance of their team members. Moreover, the differences between the team leaders' self-assessments of their motivational behavior and their team members'

Cultural Diversity and Team Performance

DEFF Research Database (Denmark)

Hoogendoorn, Sander; Van Praag, Mirjam

One of the most salient and relevant dimensions of team heterogeneity is cultural background. We measure the impact of cultural diversity on the performance of business teams using a field experiment. Companies are set up by teams of undergraduate students in business studies in realistic though...... similar circumstances. We vary the cultural composition of otherwise randomly composed teams in a multi-cultural student population. Our data indicate that a moderate level of cultural diversity has no effect on team performance in terms of business outcomes (sales, profits and profits per share). However......, if at least the majority of team members is culturally diverse then more cultural diversity seems to affect the performance of teams positively. Our data suggest that this might be related to the more diverse pool of relevant knowledge facilitating (mutual) learning within culturally diverse teams....

Team skills training

International Nuclear Information System (INIS)

Coe, R.P.; Carl, D.R.

1991-01-01

Numerous reports and articles have been written recently on the importance of team skills training for nuclear reactor operators, but little has appeared on the practical application of this theoretical guidance. This paper describes the activities of the Training and Education Department at GPU Nuclear (GPUN). In 1987, GPUN undertook a significant initiative in its licensed operator training programs to design and develop initial and requalification team skills training. Prior to that time, human interaction skills training (communication, stress management, supervisory skills, etc.) focused more on the individual rather than a group. Today, GPU Nuclear conducts team training at both its Three Mile Island (YMI), PA and Oyster Creek (OC), NJ generating stations. Videotaped feedback is sued extensively to critique and reinforce targeted behaviors. In fact, the TMI simulator trainer has a built-in, four camera system specifically designed for team training. Evaluations conducted on this training indicated these newly acquired skills are being carried over to the work environment. Team training is now an important and on-going part of GPUN operator training

Me, Myself, My Team How to be an effective team player using NLP

CERN Document Server

McLeod, Angus

2006-01-01

Me, Myself, My Team brings you effective strategies to improve your team's communication and motivation, discover new perceptions and begin new courses of action. Full of practical ideas, this exceptional book demonstrates how team playing achieves the best results.

Development of an Integrated Team Training Design and Assessment Architecture to Support Adaptability in Healthcare Teams

Science.gov (United States)

2017-10-01

provision of training is not a major focus of this project, trainees were able to practice trauma management skills as well as leadership skills...SUBJECT TERMS Military healthcare team; Trauma teams; Team training; Teamwork; Adaptive performance; Leadership ; Simulation; Modeling; Bayesian belief...ABBREVIATIONS Healthcare team Trauma Trauma teams Team training Teamwork Adaptability Adaptive performance Leadership Simulation Modeling

The rehabilitation team: staff perceptions of the hospital environment, the interdisciplinary team environment, and interprofessional relations.

Science.gov (United States)

Strasser, D C; Falconer, J A; Martino-Saltzmann, D

1994-02-01

Although inpatient rehabilitation is an interdisciplinary activity organized around a treatment team, there is a limited understanding of the workings of the interdisciplinary process. To elucidate staff perceptions of key aspects of the rehabilitation treatment process, we surveyed staff (n = 113) from selected inpatient teams. The staff completed social psychological instruments that measure perceptions of the hospital environment (The Ward Atmosphere Scale [WAS]), the team's environment (the Group Environment Scale [GES]), and interprofessional relations (Interprofessional Perception Scale [IPS]). Rehabilitation staff generally endorse the team approach, but express concerns over professional boundaries. Interprofessional difficulties seemed to be independent of team membership or professional training. Compared with published data from other settings, rehabilitation teams resembled task-oriented groups, but showed significant differences across teams in their perceptions of the team and hospital environments. The task-oriented character of rehabilitation teams, team-specific characteristics, and discord in interprofessional relationships may need to be considered in studies of rehabilitation teams effectiveness.

Facilitating Team Cognition : How designers mirror what NPD teams do

NARCIS (Netherlands)

Stompff, G.

2012-01-01

Products are developed by large multi-disciplinary teams. The teams deal with many topics requiring the expertise of several specialists simultaneously. They have to decide together if something is a problem; propose multi-disciplinary solutions; and align their activities into a seamless whole.

Fostering teachers' team learning

NARCIS (Netherlands)

Bouwmans, Machiel; Runhaar, Piety; Wesselink, Renate; Mulder, Martin

2017-01-01

The implementation of educational innovations by teachers seems to benefit from a team approach and team learning. The study's goal is to examine to what extent transformational leadership is associated with team learning, and to investigate the mediating roles of participative decision-making,

Leader evaluation and team cohesiveness in the process of team development: A matter of gender?

Directory of Open Access Journals (Sweden)

Núria Rovira-Asenjo

Full Text Available Leadership positions are still stereotyped as masculine, especially in male-dominated fields (e.g., engineering. So how do gender stereotypes affect the evaluation of leaders and team cohesiveness in the process of team development? In our study participants worked in 45 small teams (4-5 members. Each team was headed by either a female or male leader, so that 45 leaders (33% women supervised 258 team members (39% women. Over a period of nine months, the teams developed specific engineering projects as part of their professional undergraduate training. We examined leaders' self-evaluation, their evaluation by team members, and team cohesiveness at two points of time (month three and month nine, the final month of the collaboration. While we did not find any gender differences in leaders' self-evaluation at the beginning, female leaders evaluated themselves more favorably than men at the end of the projects. Moreover, female leaders were evaluated more favorably than male leaders at the beginning of the project, but the evaluation by team members did not differ at the end of the projects. Finally, we found a tendency for female leaders to build more cohesive teams than male leaders.

Leader evaluation and team cohesiveness in the process of team development: A matter of gender?

Science.gov (United States)

Sczesny, Sabine; Gumí, Tània; Guimerà, Roger; Sales-Pardo, Marta

2017-01-01

Leadership positions are still stereotyped as masculine, especially in male-dominated fields (e.g., engineering). So how do gender stereotypes affect the evaluation of leaders and team cohesiveness in the process of team development? In our study participants worked in 45 small teams (4–5 members). Each team was headed by either a female or male leader, so that 45 leaders (33% women) supervised 258 team members (39% women). Over a period of nine months, the teams developed specific engineering projects as part of their professional undergraduate training. We examined leaders’ self-evaluation, their evaluation by team members, and team cohesiveness at two points of time (month three and month nine, the final month of the collaboration). While we did not find any gender differences in leaders’ self-evaluation at the beginning, female leaders evaluated themselves more favorably than men at the end of the projects. Moreover, female leaders were evaluated more favorably than male leaders at the beginning of the project, but the evaluation by team members did not differ at the end of the projects. Finally, we found a tendency for female leaders to build more cohesive teams than male leaders. PMID:29059231

Effects of team tenure and leadership in self-managing teams

NARCIS (Netherlands)

Stoker, J.I.

2008-01-01

Purpose - This study seeks to identify the relationship between leader behaviour and the effectiveness of the members of a self-managing team (SMT) in terms of perceived individual performance and emotional exhaustion. In particular, it aims to examine the moderating role of individual team tenure.

The impact of team and work characteristics on team functioning

NARCIS (Netherlands)

Molleman, E.; Slomp, J.

2006-01-01

In this article, the authors seek to strengthen the theoretical foundation of team and cell formation through the inclusion of human factors. They distinguish three types of team characteristics: global, shared, and compositional attributes. In this last category, they also deal with diversity in

Effects of presentation modality on team awareness and choice accuracy in a simulated police team task

NARCIS (Netherlands)

Streefkerk, J.W.; Wiering, C.; Esch van-Bussemakers, M.; Neerincx, M.

2008-01-01

Team awareness is important when asking team members for assistance, for example in the police domain. This paper investigates how presentation modality (visual or auditory) of relevant team information and communication influences team awareness and choice accuracy in a collaborative team task. An

PENGARUH EMOTIONAL INTELLEGENCE, KNOWLEDGE SHARING DAN TEAM CONFLICT TERHADAP TEAM PERFORMANCE DI RUMAH SAKIT UNDATA PALU

Directory of Open Access Journals (Sweden)

Lukman Setiawan

2017-08-01

Full Text Available This research aimed to: (1 analyze the influence of emotional intellegence to performance team at Undata Hospital, (2 to analyze the influence of Knowledge Sharing to the performance team at Undata Hospital, (3 to analyze the influence of  team conflict to the team Performance at Undata Hospital, (4 to analyze the influence of emotional intellegence, Knowledge Sharing and team Conflict to the team Performance at Undata Hospital, (5 to know the dominant variable affecting the performance team at Undata Hospital. This study uses primary data through survey as many as 31 employees of the leadership element as a sample, the survey conducted for 2 (two months of May s.d July 2017. Data were analyzed using the program SPSS.22 The results showed that: (1 Emotional Intelligence and knowledge sharing have positive and significant influence on performance team at Undata Hospital, (2 Emotional Intellegence dominant influence to performance team at Undata Hospital. This means that emotional intellegence, knowledge sharing and team conflict can improve team performance at Undata Hospital with scientific facts found in this study indicate that emotional intellegence is the dominant variable of influence on team performance at Undata Hospital

Tiger Team audits

International Nuclear Information System (INIS)

Cheney, G.T.

1992-01-01

This paper will address the purpose, scope, and approach of the Department of Energy Tiger Team Assessments. It will use the Tiger Team Assessment experience of Sandia National Laboratories at Albuquerque, New Mexico, as illustration

Structuring Effective Student Teams.

Science.gov (United States)

Dickson, Ellen L.

1997-01-01

Experience with student teams working on policy analysis projects indicates the need for faculty supervision of teams in the process of addressing complex issues. The problem-solving approach adopted in one policy analysis course is described, including assignments and tasks, issues and sponsors, team dynamics, conflict management, and the…

The NPD team conflict

DEFF Research Database (Denmark)

Ma, Zheng; Lin, Chih-Cheng; Tanev, Stoyan

2012-01-01

elaborates on the role of culture diversity and geographical dispersion in NPD team conflict. A simulation is conducted where organizations may be regarded as complex systems to affect the team conflict with a variety of influences. The results firstly indicate that there are two dimensions of NPD team...... conflict: stable and unstable dimensions with four elements: task characteristics, group members’ relationship, cultural diversity and geographical dispersion; secondly, there are two phenomena whereby the geographical dispersion influences the NPD team interaction, and the influence between cultural...

Affirmative action and team performance

OpenAIRE

Kölle, Felix

2016-01-01

We experimentally investigate spillover effects of affirmative action policies in tournaments on subsequent team performance and the willingness to work in teams. In three different team environments, we find that such policies in form of gender quotas do not harm performance and cooperation within teams, and do not weaken people's willingness to work in teams. Our results, thus, provide further evidence that gender quotas can have the desired effect of promoting women without harming efficie...

Project team motyvation

OpenAIRE

Jasionis, Dominykas

2016-01-01

The term paper is to analyze the formation of the team and its - motyvation, and interviews from four different companies and find out the leaders in terms of your team, and what principle he tries to motivate her. The Tasks of this paper is to review the organization formed by a team; investigate the promotion of employees in enterprises; The four firms interviewed; Assess how you can work in different organizations. Methods used To analyze the topic, I decided to interview four different co...

A season-long team-building intervention: examining the effect of team goal setting on cohesion.

Science.gov (United States)

Senécal, Julie; Loughead, Todd M; Bloom, Gordon A

2008-04-01

The purpose of the current study was to determine whether the implementation of a season-long team-building intervention program using team goal setting increased perceptions of cohesion. The participants were 86 female high school basketball players from 8 teams. The teams were randomly assigned to either an experimental team goal-setting or control condition. Each participant completed the Group Environment Questionnaire (GEQ; Carron, Brawley, & Widmeyer, 2002; Carron, Widmeyer, & Brawley, 1985), which assessed cohesion at both the beginning and end of the season. Overall, the results revealed a significant multivariate effect, Pillai's trace F(12, 438) = 2.68, p = .002. Post hoc analyses showed that at the beginning of the season, athletes from both conditions did not differ in their perceptions of cohesion. However, at the end of the season, athletes in the team goal-setting condition held higher perceptions of cohesion than athletes in the control condition. Overall, the results indicated that team goal setting was an effective team-building tool for influencing cohesiveness in sport teams.

Introduction of pharmaceutical expertise in a palliative care team in Sweden.

Science.gov (United States)

Norrström, Barbro; Cannerfelt, Ing-Britt; Frid, Helen; Roos, Kim; Ramström, Helena

2010-12-01

This paper presents for the first time the inclusion of dispensing pharmacists, a special group of pharmacy professionals, in a Swedish palliative care team. It also presents the drug stock management in the medication room of the clinical area and the improvement of drug logistics. In addition to a dispensing pharmacist, a pharmacist was included in this part of the project as well. The palliative care team at ASIH Långbro Park, Sweden. The intervention with the dispensing pharmacists as new members of the interdisciplinary palliative team was evaluated by a questionnaire to the staff. An inventory of the different drugs in stock was performed in March 2006 and in April 2007, respectively. The inventory turnover rate was determined and the drug consumption for the last 6 months of 2005 and 2006, respectively, was also analysed. The questionnaire used rating scales allowing participants to rate the questions/statements. The number of different drugs and drug packages in stock were recorded during the inventories. Drug costs were calculated and the inventory turnover rate was determined by dividing the annual cost of drugs by the value of the inventory. Drug consumption was analysed using the Xplain statistical programme, a statistical tool from Apoteket AB. The overall impression of the dispensing pharmacists was positive. The staff reported advantages in having a dispensing pharmacist present at ASIH not only for the drug logistics, but also for drug-related queries. The inventory of the drug stock and the drug-handling process resulted in a 14% reduction of product numbers and a 36% reduction in the tied-up capital for drugs in stock. The inventory turnover rate increased from 6.7 to 9.5. A 7% reduction of medication costs was also observed when comparing the last 6 months of 2006 with the costs in 2005. The principal result of this project is that inclusion of pharmaceutical expertise on a palliative care team can be a valuable asset for the team in

Office for Analysis and Evaluation of Operational Data 1990 annual report

International Nuclear Information System (INIS)

1991-07-01

The annual report of the US Nuclear Regulatory Commission's Office for Analysis and Evaluation of Operational Data (AEOD) is devoted to the activities performed during 1990. The report is published in two separate parts. This document NUREG-1272, Vol. 5, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about the trends of some key performance measures. The report also includes the principal findings and issues identified in AEOD studies over the past year and summarizes information from such sources as licensee event reports, diagnostic evaluations, and reports to the NRC's Operations Center. NUREG-1272, Vol.5, No. 2, covers nonreactors and presents a review of the events and concerns during 1990 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. The reports contain a discussion of the Incident Investigation Team program and summarize the Incident Investigation Team and Augmented Inspection Team reports for that group of licensees. Each volume contains a list of the AEOD reports issued for 1980 through 1990. 9 figs., 8 tabs

Virtual team learning: The role of collaboration process and technology affordance in team decision making

Directory of Open Access Journals (Sweden)

Sean Cordes

2016-12-01

Full Text Available The study examines two dimensions that impact virtual team decision making. One is the influence of collaboration process structure: the sequences, patterns, and routines participants use to interact and solve problems. The other is technology affordance: the strengths and weaknesses of technologies in terms of the usefulness they offer to teams when performing tasks. Some teams used a structured collaboration process with monitoring, coordination, and backup functions during a decision-making discussion. Other teams had no discussion process instructions. In addition, some teams possessed stronger technology affordance including both chat and an editable document. Other teams used chat technology alone, which offered fewer collaboration possibilities. The collaboration process and technology affordance factors were tested in an experiment in which four-person online teams worked as a personnel hiring committee. Information about four job candidates was distributed to create a hidden profile in which some information was shared across all team members, while other information was visible only to specific members. Two hundred and eight students, comprising fifty-two teams completed the study. Teams using the structured collaboration process made more accurate and higher-quality decisions. In addition, scores were higher when technology affordance included both chat and editable document tools, but this influence was not significant.

Team Training for Dynamic Cross-Functional Teams in Aviation: Behavioral, Cognitive, and Performance Outcomes.

Science.gov (United States)

Littlepage, Glenn E; Hein, Michael B; Moffett, Richard G; Craig, Paul A; Georgiou, Andrea M

2016-12-01

This study evaluates the effectiveness of a training program designed to improve cross-functional coordination in airline operations. Teamwork across professional specializations is essential for safe and efficient airline operations, but aviation education primarily emphasizes positional knowledge and skill. Although crew resource management training is commonly used to provide some degree of teamwork training, it is generally focused on specific specializations, and little training is provided in coordination across specializations. The current study describes and evaluates a multifaceted training program designed to enhance teamwork and team performance of cross-functional teams within a simulated airline flight operations center. The training included a variety of components: orientation training, position-specific declarative knowledge training, position-specific procedural knowledge training, a series of high-fidelity team simulations, and a series of after-action reviews. Following training, participants demonstrated more effective teamwork, development of transactive memory, and more effective team performance. Multifaceted team training that incorporates positional training and team interaction in complex realistic situations and followed by after-action reviews can facilitate teamwork and team performance. Team training programs, such as the one described here, have potential to improve the training of aviation professionals. These techniques can be applied to other contexts where multidisciplinary teams and multiteam systems work to perform highly interdependent activities. © 2016, Human Factors and Ergonomics Society.

Virtual Project Teams

DEFF Research Database (Denmark)

Bjørn, Pernille

technology in six real-life virtual teams, two in industry and four in education, applying interpretative research and action research methods. Two main lines of investigation are pursued: the first involves an examination of the organisational issues related to groupware adaptation in virtual project teams......, professional disciplines, time differences and technology. This thesis comprises a general introduction, referred to as the summary report, and seven research papers, which deal in detail with the results and findings of the empirical cases. The summary report provides a general introduction to the research......, while the second looks at the social context and practices of virtual project teams. Two of the key findings are 1) that the process of groupware adaptation by virtual project teams can be viewed as a process of expanding and aligning the technological frames of the participants, which includes mutual...

The Relationship between Creative Personality Composition, Innovative Team Climate, and Team Innovativeness: An Input-Process-Output Perspective

Science.gov (United States)

Mathisen, Gro Ellen; Martinsen, Oyvind; Einarsen, Stale

2008-01-01

This study investigates the relationship between creative personality composition, innovative team climate, and team innovation based on an input-process-output model. We measured personality with the Creative Person Profile, team climate with the Team Climate Inventory, and team innovation through team-member and supervisor reports of team…

Psychometric test of the Team Climate Inventory-short version investigated in Dutch quality improvement teams

NARCIS (Netherlands)

M.M.H. Strating (Mathilde); A.P. Nieboer (Anna)

2009-01-01

textabstractAbstract BACKGROUND: Although some studies have used the Team Climate Inventory within teams working in health care settings, none of these included quality improvement teams. The aim of our study is to investigate the psychometric properties of the 14-item version of the Team Climate

Team errors: definition and taxonomy

International Nuclear Information System (INIS)

Sasou, Kunihide; Reason, James

1999-01-01

In error analysis or error management, the focus is usually upon individuals who have made errors. In large complex systems, however, most people work in teams or groups. Considering this working environment, insufficient emphasis has been given to 'team errors'. This paper discusses the definition of team errors and its taxonomy. These notions are also applied to events that have occurred in the nuclear power industry, aviation industry and shipping industry. The paper also discusses the relations between team errors and Performance Shaping Factors (PSFs). As a result, the proposed definition and taxonomy are found to be useful in categorizing team errors. The analysis also reveals that deficiencies in communication, resource/task management, excessive authority gradient, excessive professional courtesy will cause team errors. Handling human errors as team errors provides an opportunity to reduce human errors

Establishment of self-governing teams

DEFF Research Database (Denmark)

Voxted, Søren

Paperet har til formål at diskutere former for deltaglse og autonomi ved forkellige typer af teams både som team og for teamets enkeldeltagere......Paperet har til formål at diskutere former for deltaglse og autonomi ved forkellige typer af teams både som team og for teamets enkeldeltagere...

Predictors of Team Work Satisfaction

Science.gov (United States)

Hamlyn-Harris, James H.; Hurst, Barbara J.; von Baggo, Karola; Bayley, Anthony J.

2006-01-01

The ability to work in teams is an attribute highly valued by employers of information technology (IT) graduates. For IT students to effectively engage in team work tasks, the process of working in teams should be satisfying for the students. This work explored whether university students who were involved in compulsory team work were satisfied…

Interactions of Team Mental Models and Monitoring Behaviors Predict Team Performance in Simulated Anesthesia Inductions

Science.gov (United States)

Burtscher, Michael J.; Kolbe, Michaela; Wacker, Johannes; Manser, Tanja

2011-01-01

In the present study, we investigated how two team mental model properties (similarity vs. accuracy) and two forms of monitoring behavior (team vs. systems) interacted to predict team performance in anesthesia. In particular, we were interested in whether the relationship between monitoring behavior and team performance was moderated by team…

Performance of Student Software Development Teams: The Influence of Personality and Identifying as Team Members

Science.gov (United States)

Monaghan, Conal; Bizumic, Boris; Reynolds, Katherine; Smithson, Michael; Johns-Boast, Lynette; van Rooy, Dirk

2015-01-01

One prominent approach in the exploration of the variations in project team performance has been to study two components of the aggregate personalities of the team members: conscientiousness and agreeableness. A second line of research, known as self-categorisation theory, argues that identifying as team members and the team's performance norms…

Leadership by Confidence in Teams

OpenAIRE

Kobayashi, Hajime; Suehiro, Hideo

2008-01-01

We study endogenous signaling by analyzing a team production problem with endogenous timing. Each agent of the team is privately endowed with some level of confidence about team productivity. Each of them must then commit a level of effort in one of two periods. At the end of each period, each agent observes his partner' s move in this period. Both agents are rewarded by a team output determined by team productivity and total invested effort. Each agent must personally incur the cost of effor...

Team Creative Environment as a Mediator Between CWX and R&D Team Performance and Moderating Boundary Conditions.

Science.gov (United States)

Bornay-Barrachina, Mar; Herrero, Inés

2018-01-01

The purpose of this study was to investigate how high-quality dyadic co-worker relationships (CWXs) favour or hinder team performance. Specifically, we examine the role played by CWX, team creative environment, job complexity and task interdependence to achieve higher levels of team performance. We analyse data from 410 individuals belonging to 81 R&D teams in technology sciences to examine the quality of the dyadic relationships between team members under the same supervisor (co-workers) and team performance measured by the number of publications as their research output. Higher levels of team average CWX relationships are positively related to the establishment of a favourable creative team environment, ending into higher levels of team performance. Specifically, the role played by team average CWX in such relationship is stronger when job complexity and task interdependence are also high. Team's output not only depends on the leader and his/her relationships with subordinates but also on quality relationships among team members. CWXs contribute to creative team environments, but they are essential where jobs are complex and tasks are highly dependent. This study provides evidence of the important role played by CWXs in determining a creative environment, irrespective of their leaders. Previous research has provided information about how leader's role affects team outcomes, but the role of dyadic co-worker relationships in a team remains still relatively unknown. Considering job complexity and task interdependence variables, the study provides with a better understanding about how and when high-quality CWXs should be promoted to achieve higher team performance.

Leadership for Team Learning: The Case of University Teacher Teams

Science.gov (United States)

Koeslag-Kreunen, Mieke G. M.; Van der Klink, Marcel R.; Van den Bossche, Piet; Gijselaers, Wim H.

2018-01-01

Teacher team involvement is considered a key factor in achieving sustainable innovation in higher education. This requires engaging in team learning behaviors that should result in new knowledge and solutions. However, university teachers are not used to discussing their work practices with one another and tend to neglect any innovation in their…

Experimental evaluation of the influence of the team members' personalities on the team performance

International Nuclear Information System (INIS)

Nagasaka, Akihiko

1998-01-01

This report deals with the result of the experiment that testees' teams had coped with abnormal events on power plant simulator. 8 teams were AAA1, AAA2, ACD1, ACD2, CCC1, CCC2, DDD1 and DDD2 consist of 3 members. Members of teams were intentionally united by his personality with the results examined by Yatabe-Guilford personality test (A: Average type, C: Calm type, D: Director type). Each team coped with 8 abnormal events (leak from the pipe after the condensate booster pump-A and feedwater control system failure, vacuum pump-A failure, etc.). Teams' behaviors were evaluated and calculated the evaluated values about 3 team's functions: (1) direction and orientation (11 items), (2) recovery (13 items) and (3) maintenance of cooperation (13 items). The order of the evaluated values were almost AAAs≤ACDs≤CCCs< DDDs with each function. And the results on multiple comparison of the evaluated values are as follows: (a) There are remarkable significances between DDDs and other combinations of personalities (32 cases per 36 cases). (b) Some cases are significant among 2 teams of same combination of personalities (4 cases per 12 cases). Also the results on analysis of utterances of team member are as follows: (c) There is good correspondence of the number of utterances to the evaluated values. (d) With AAAs, the number of 'Instruction' is very small. (e) With CCCs, utterances related to maintenance of cooperation are relatively few. On these results, the author is convinced that combination of personalities in not matured team certainly relates team performance and utterances among the members. (author)

An examination of organizational and team commitment in a self-directed team environment.

Science.gov (United States)

Bishop, James W; Scott, K Dow

2000-06-01

A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were not significantly different. Relationships with antecedent variables help explain how differential levels of commitment to the 2 foci may be formed. Indirect effects of exogenous variables are reported.

Leader emotional intelligence, transformational leadership, trust and team commitment: Testing a model within a team context

Directory of Open Access Journals (Sweden)

Anton F. Schlechter

2008-06-01

Full Text Available This exploratory study tested a model within a team context consisting of transformational-leadership behaviour, team-leader emotional intelligence, trust (both in the team leader and in the team members and team commitment. It was conducted within six manufacturing plants, with 25 teams participating. Of the 320 surveys distributed to these teams, 178 were received (which equals a 56% response rate. The surveys consisted of the multi-factor leadership questionnaire (MLQ, the Swinburne University emotional intelligence test (SUEIT, the organisational-commitment scale (OCS (adapted for team commitment and the workplace trust survey (WTS. The validity of these scales was established using exploratory factor analysis (EFA and confrmatory factor analysis (CFA. The Cronbach alpha was used to assess the reliability of the scales. The model was tested using structural equation modelling (SEM; an acceptable level of model ft was found. Signifcant positive relationships were further found among all the constructs. Such an integrated model has not been tested in a team context before and the positive fndings therefore add to existing teamwork literature. The fnding that transformational leadership and leader emotional intelligence are positively related to team commitment and trust further emphasises the importance of effective leadership behaviour in team dynamics and performance.

Cohesion, team mental models, and collective efficacy: towards an integrated framework of team dynamics in sport.

Science.gov (United States)

Filho, Edson; Tenenbaum, Gershon; Yang, Yanyun

2015-01-01

A nomological network on team dynamics in sports consisting of a multiframework perspective is introduced and tested. The aim was to explore the interrelationship among cohesion, team mental models (TMMs), collective efficacy (CE) and perceived performance potential (PPP). Three hundred and forty college-aged soccer players representing 17 different teams (8 female and 9 male) participated in the study. They responded to surveys on team cohesion, TMMs, CE and PPP. Results are congruent with the theoretical conceptualisation of a parsimonious view of team dynamics in sports. Specifically, cohesion was found to be an exogenous variable predicting both TMMs and CE beliefs. TMMs and CE were correlated and predicted PPP, which in turn accounted for 59% of the variance of objective performance scores as measured by teams' season record. From a theoretical standpoint, findings resulted in a parsimonious view of team dynamics, which may represent an initial step towards clarifying the epistemological roots and nomological network of various team-level properties. From an applied standpoint, results suggest that team expertise starts with the establishment of team cohesion. Following the establishment of cohesiveness, teammates are able to advance team-related schemas and a collective sense of confidence. Limitations and key directions for future research are outlined.

Psychometric test of the Team Climate Inventory-short version investigated in Dutch quality improvement teams

Directory of Open Access Journals (Sweden)

Nieboer Anna P

2009-07-01

Full Text Available Abstract Background Although some studies have used the Team Climate Inventory within teams working in health care settings, none of these included quality improvement teams. The aim of our study is to investigate the psychometric properties of the 14-item version of the Team Climate Inventory in healthcare quality improvement teams participating in a Dutch quality collaborative. Methods This study included quality improvement teams participating in the Care for Better improvement program for home care, care for the handicapped and the elderly in the Netherlands between 2006 and 2008. As part of a larger evaluation study 270 written questionnaires from team members were collected at baseline and 139 questionnaires at end measurement. Confirmatory factor analyses, reliability, Pearson correlations and paired samples t-tests were conducted to investigate construct validity, reliability, predictive validity and temporal stability. Results Confirmatory factor analyses revealed the expected four-factor structure and good fit indices. For the four subscales – vision, participative safety, task orientation and support for innovation – acceptable Cronbach's alpha coefficients and high inter-item correlations were found. The four subscales all proved significant predictors of perceived team effectiveness, with participatory safety being the best predictor. As expected the four subscales were found to be stable over time; i.e. without significant changes between baseline and end measurement. Conclusion The psychometric properties of the Dutch version of the TCI-14 are satisfactory. Together these results show that the TCI-14 is a useful instrument to assess to what extent aspects of team climate influence perceived team effectiveness of quality improvement teams.

Psychometric test of the Team Climate Inventory-short version investigated in Dutch quality improvement teams.

Science.gov (United States)

Strating, Mathilde M H; Nieboer, Anna P

2009-07-24

Although some studies have used the Team Climate Inventory within teams working in health care settings, none of these included quality improvement teams. The aim of our study is to investigate the psychometric properties of the 14-item version of the Team Climate Inventory in healthcare quality improvement teams participating in a Dutch quality collaborative. This study included quality improvement teams participating in the Care for Better improvement program for home care, care for the handicapped and the elderly in the Netherlands between 2006 and 2008. As part of a larger evaluation study 270 written questionnaires from team members were collected at baseline and 139 questionnaires at end measurement. Confirmatory factor analyses, reliability, Pearson correlations and paired samples t-tests were conducted to investigate construct validity, reliability, predictive validity and temporal stability. Confirmatory factor analyses revealed the expected four-factor structure and good fit indices. For the four subscales--vision, participative safety, task orientation and support for innovation--acceptable Cronbach's alpha coefficients and high inter-item correlations were found. The four subscales all proved significant predictors of perceived team effectiveness, with participatory safety being the best predictor. As expected the four subscales were found to be stable over time; i.e. without significant changes between baseline and end measurement. The psychometric properties of the Dutch version of the TCI-14 are satisfactory. Together these results show that the TCI-14 is a useful instrument to assess to what extent aspects of team climate influence perceived team effectiveness of quality improvement teams.

Is perceived athlete leadership quality related to team effectiveness? A comparison of three professional sports teams.

Science.gov (United States)

Fransen, Katrien; Haslam, S Alexander; Mallett, Clifford J; Steffens, Niklas K; Peters, Kim; Boen, Filip

2017-08-01

Researchers have argued that leadership is one of the most important determinants of team effectiveness. The present study examined the extent to which the perceived quality of athlete leadership was related to the effectiveness of elite sports teams. Three professional football teams (N=135) participated in our study during the preparation phase for the Australian 2016 season. Players and coaching staff were asked to assess players' leadership quality in four leadership roles (as task, motivational, social, and external leader) via an online survey. The leadership quality in each of these roles was then calculated in a social network analysis by averaging the indegree centralities of the three best leaders in that particular role. Participants also rated their team's performance and its functioning on multiple indicators. As hypothesized, the team with the highest-quality athlete leadership on each of the four leadership roles excelled in all indicators of team effectiveness. More specifically, athletes in this team had a stronger shared sense of the team's purpose, they were more highly committed to realizing the team's goals, and they had a greater confidence in their team's abilities than athletes in the other teams. Moreover, this team demonstrated a higher task-involving and a lower ego-involving climate, and excelled on all measures of performance. High-quality athlete leadership is positively related to team effectiveness. Given the importance of high-quality athlete leadership, the study highlights the need for well-designed empirically-based leadership development programs. Copyright © 2017 Sports Medicine Australia. Published by Elsevier Ltd. All rights reserved.

Office for Analysis and Evaluation of Operational Data 1992 annual report: Power reactors

International Nuclear Information System (INIS)

1993-07-01

The annual report of the US Nuclear Regulatory Commission's Office for Analysis and Evaluation of Operational Data (AEOD) is devoted to the activities performed during 1992. The report is published in two separate parts. NUREG-1272, Vol. 7, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about the trends of some key performance, measures. The report also includes the principal findings and issues identified in AEOD studies over the past year, and summarizes information from such sources as licensee event report% diagnostic evaluations, and reports to the NRC's Operations Center. The reports contain a discussion of the Incident Investigation Team program and summarize the Incident Investigation Team and Augmented Inspection Team reports for that group of licensees. NUREG-1272, Vol. 7, No. 2, covers nonreactors and presents a review of the events and concerns during 1992 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. Each volume contains a list of the AEOD reports issued for 1984--1992

Basketball teams as strategic networks.

Science.gov (United States)

Fewell, Jennifer H; Armbruster, Dieter; Ingraham, John; Petersen, Alexander; Waters, James S

2012-01-01

We asked how team dynamics can be captured in relation to function by considering games in the first round of the NBA 2010 play-offs as networks. Defining players as nodes and ball movements as links, we analyzed the network properties of degree centrality, clustering, entropy and flow centrality across teams and positions, to characterize the game from a network perspective and to determine whether we can assess differences in team offensive strategy by their network properties. The compiled network structure across teams reflected a fundamental attribute of basketball strategy. They primarily showed a centralized ball distribution pattern with the point guard in a leadership role. However, individual play-off teams showed variation in their relative involvement of other players/positions in ball distribution, reflected quantitatively by differences in clustering and degree centrality. We also characterized two potential alternate offensive strategies by associated variation in network structure: (1) whether teams consistently moved the ball towards their shooting specialists, measured as "uphill/downhill" flux, and (2) whether they distributed the ball in a way that reduced predictability, measured as team entropy. These network metrics quantified different aspects of team strategy, with no single metric wholly predictive of success. However, in the context of the 2010 play-offs, the values of clustering (connectedness across players) and network entropy (unpredictability of ball movement) had the most consistent association with team advancement. Our analyses demonstrate the utility of network approaches in quantifying team strategy and show that testable hypotheses can be evaluated using this approach. These analyses also highlight the richness of basketball networks as a dataset for exploring the relationships between network structure and dynamics with team organization and effectiveness.

Professional Team Foundation Server 2010

CERN Document Server

Blankenship, Ed; Holliday, Grant; Keller, Brian

2011-01-01

Authoritative guide to TFS 2010 from a dream team of Microsoft insiders and MVPs!Microsoft Visual Studio Team Foundation Server (TFS) has evolved until it is now an essential tool for Microsoft?s Application Lifestyle Management suite of productivity tools, enabling collaboration within and among software development teams. By 2011, TFS will replace Microsoft?s leading source control system, VisualSourceSafe, resulting in an even greater demand for information about it. Professional Team Foundation Server 2010, written by an accomplished team of Microsoft insiders and Microsoft MVPs, provides

The Ability–Motivation–Opportunity Framework for Team Innovation: Efficacy Beliefs, Proactive Personalities, Supportive Supervision and Team Innovation

Directory of Open Access Journals (Sweden)

Jana Krapež Trošt

2016-01-01

Full Text Available Based on ability–motivation–opportunity theoretical framework, the study explores the interplay among team members’ proactive personalities (abilities, collective efficacy (motivation, and supportive supervision (opportunity, and their interaction in predicting team innovation. Multi-level study of 249 employees nested within 64 teams from one German and three Slovenian hi-tech companies showed that collective efficacy was positively related to team innovation. However, the effect of collective efficacy on team innovation was weaker when high levels of supportive supervision and proactivity moderated this relationship. When teams perceived lower levels of collective efficacy, team proactivity, and supportive supervision were more important for achieving higher levels of team innovation as they were when teams perceived lower levels of motivation. We discuss theoretical and practical implications

Climate Action Team

Science.gov (United States)

Science Partnerships Contact Us Climate Action Team & Climate Action Initiative The Climate Action programs and the state's Climate Adaptation Strategy. The CAT members are state agency secretaries and the . See CAT reports Climate Action Team Pages CAT Home Members Working Groups Reports Back to Top

Cognitive model supported team skill training

NARCIS (Netherlands)

Doesburg, W.A. van; Stroomer, S.M.

2006-01-01

Complex tasks require coordinated performance by multiple team members. To perform the task effectively each team member must not only master the individual task component but also needs to function in the overall team. To increase team performance, each team member will need to acquire the relevant

The moderating role of team resources in translating nursing teams' accountability into learning and performance: a cross-sectional study.

Science.gov (United States)

Rashkovits, Sarit; Drach-Zahavy, Anat

2017-05-01

The aim of this study was to test the moderated-mediation model suggesting that nursing teams' accountability affects team effectiveness by enhancing team learning when relevant resources are available to the team. Disappointing evidence regarding improvement in nurses' safe and quality care elevate the need in broadening our knowledge regarding the factors that enhance constant learning in nursing teams. Accountability is considered as crucial for team learning and quality of care but empirical findings have shown mixed evidence. A cross-sectional design. Forty-four nursing teams participated in the study. Data were collected in 2013-2014: Head nurses completed validated questionnaires, regarding team resources for learning (time availability, team autonomy and team performance feedback), and nursing teams' effectiveness; and nurses answered questionnaires regarding teams' accountability and learning (answers were aggregated to the team level). The model was tested using a moderated-mediation analysis with resources as moderating variables, and team learning as the mediator in the team accountability-team effectiveness link. The results of a mixed linear regression show that, as expected, nursing teams' accountability was positively linked to nursing teams' learning, when time availability, and team autonomy were high rather than low, and team performance feedback was low rather than high. Nurturing team accountability is not enough for achieving team learning and subsequent team effectiveness. Rather there is a need to provide nursing teams with adequate time, autonomy, and be cautious with performance feedback, as the latter may motivate nurses to repeat routine work strategies rather than explore improved ones. © 2016 John Wiley & Sons Ltd.

Self-Managed Work Teams in Nursing Homes: Implementing and Empowering Nurse Aide Teams

Science.gov (United States)

Yeatts, Dale E.; Cready, Cynthia; Ray, Beth; DeWitt, Amy; Queen, Courtney

2004-01-01

Purpose: This article describes the progress of our study to examine the advantages and costs of using self-managed nurse aide teams in nursing homes, steps that are being taken to implement such teams, and management strategies being used to manage the teams. Design and Methods: A quasi-experimental design is underway where certified nurse aide…

Team Mentoring for Interdisciplinary Team Science: Lessons From K12 Scholars and Directors.

Science.gov (United States)

Guise, Jeanne-Marie; Geller, Stacie; Regensteiner, Judith G; Raymond, Nancy; Nagel, Joan

2017-02-01

Mentoring is critical for academic success. As science transitions to a team science model, team mentoring may have advantages. The goal of this study was to understand the process, benefits, and challenges of team mentoring relating to career development and research. A national survey was conducted of Building Interdisciplinary Research Careers in Women's Health (BIRCWH) program directors-current and former scholars from 27 active National Institutes of Health (NIH)-funded BIRCWH NIH K12 programs-to characterize and understand the value and challenges of the team approach to mentoring. Quantitative data were analyzed descriptively, and qualitative data were analyzed thematically. Responses were received from 25/27 (93%) program directors, 78/108 (72%) current scholars, and 91/162 (56%) former scholars. Scholars reported that team mentoring was beneficial to their career development (152/169; 90%) and research (148/169; 88%). Reported advantages included a diversity of opinions, expanded networking, development of stronger study designs, and modeling of different career paths. Challenges included scheduling and managing conflicting opinions. Advice by directors offered to junior faculty entering team mentoring included the following: not to be intimidated by senior mentors, be willing to navigate conflicting advice, be proactive about scheduling and guiding discussions, have an open mind to different approaches, be explicit about expectations and mentors' roles (including importance of having a primary mentor to help navigate discussions), and meet in person as a team. These findings suggest that interdisciplinary/interprofessional team mentoring has many important advantages, but that skills are required to optimally utilize multiple perspectives.

Leader-team congruence in power distance values and team effectiveness: the mediating role of procedural justice climate.

Science.gov (United States)

Cole, Michael S; Carter, Min Z; Zhang, Zhen

2013-11-01

We examine the effect of (in)congruence between leaders' and teams' power distance values on team effectiveness. We hypothesize that the (in)congruence between these values would differentially predict team effectiveness, with procedural justice climate serving as a mediator. Using multisource data and polynomial regression, we found that similarities (and differences) between leaders' and their teams' power distance values can have consequential effects on teams' justice climate and, ultimately, their effectiveness (viz., team performance and team organizational citizenship behavior). We conclude that to fully understand the implications of power distance, one should consider the multiple perspectives of both leaders and team members. (c) 2013 APA, all rights reserved.

Using Artificial Team Members for Military Team Training in Virtual Environments

NARCIS (Netherlands)

Diggelen, J. van; Heuvelink, A.; Muller, T.; ; Bosch, K. van den

2010-01-01

Developing good team skills usually involves exercises with all team members playing their role. This approach is costly and has organizational and educational drawbacks. For the Netherlands army, we developed a more efficient and flexible approach by setting training in virtual environments, and

Healthcare management strategies: interdisciplinary team factors.

Science.gov (United States)

Andreatta, Pamela; Marzano, David

2012-12-01

Interdisciplinary team factors are significant contributors to clinical performance and associated patient outcomes. Quality of care and patient safety initiatives identify human factors associated with team performance as a prime improvement area for clinical patient care. The majority of references to interdisciplinary teams in obstetrics and gynecology in the literature recommends the use of multidisciplinary approaches when managing complex medical cases. The reviewed literature suggests that interdisciplinary team development is important for achieving optimally efficient and effective performance; however, few reports provide specific recommendations for how to optimally achieve these objectives in the process of providing interdisciplinary care to patients. The absence of these recommendations presents a significant challenge for those tasked with improving team performance in the workplace. The prescribed team development programs cited in the review are principally built around communication strategies and simulation-based training mechanisms. Few reports provide descriptions of optimal team-based competencies in the various contexts of obstetric and gynecology teams. However, team-based evaluation strategies and empirical data documenting the transfer of team training to applied clinical care are increasing in number and quality. Our findings suggest that research toward determining team factors that promote optimal performance in applied clinical practice requires definition of specific competencies for the variable teams serving obstetrics and gynecology.

Three images of interdisciplinary team meetings.

Science.gov (United States)

Crepeau, E B

1994-08-01

Teams are an essential aspect of health care today, especially in rehabilitation or chronic illness where the course of care is frequently long, complex, and unpredictable. The coordinative function of teams and their interdisciplinary aspects are thought to improve patient care because team members bring their unique professional skills together to address patient problems. This coordination is enacted through the team meeting, which typically results in an integrated care plan. This professional image of team meetings is explicit and addresses the description and provision of care as objective and rational activities. In contrast, the constructed and ritualistic images of health care team meetings are implicit and concern the less objective and rational aspects of planning care. The constructed image pertains to the definitional activity of team members as they try to understand patient troubles and achieve consensus. This process involves the individual clinical reasoning of team members and the collective reasoning of the group. The ritualistic image is that aspect of team meetings in which the team affirms and reaffirms its collective identity. Drawing from field research of geropsychiatric team meetings, this article defines and explicates these images, focusing on the constructed and ritualistic aspects of team meetings and the influence of these images on group function.

Using team cognitive work analysis to reveal healthcare team interactions in a birthing unit

OpenAIRE

Ashoori, Maryam; Burns, Catherine M.; d'Entremont, Barbara; Momtahan, Kathryn

2014-01-01

Cognitive work analysis (CWA) as an analytical approach for examining complex sociotechnical systems has shown success in modelling the work of single operators. The CWA approach incorporates social and team interactions, but a more explicit analysis of team aspects can reveal more information for systems design. In this paper, Team CWA is explored to understand teamwork within a birthing unit at a hospital. Team CWA models are derived from theories and models of teamworkand leverage the exis...

Engaged work teams in healthy companies: drivers, processes, and outcomes of team work engagement

OpenAIRE

Torrente Barberà, Pedro

2014-01-01

This PhD thesis analyses work engagement in the context of work teams taking a collective, psychosocial perspective. Throughout this thesis, the following topics will be addressed: 1) the state-of-the-art in the topic of team work engagement, 2) the measurement of team work engagement, 3) the association of team work engagement with other relevant individual-level constructs and how it fits in traditional research models in the field of Positive Occupational Health Psychology, 4) the antecede...

On multi-team predator-prey models

International Nuclear Information System (INIS)

Elettreby, M.F.; Saker, S.H.; Ahmed, E.

2005-05-01

Many creatures form teams. This has, at least, two main advantages: the first is the improvement in foraging, since looking for food in a team is more efficient than doing it alone. The second is that living in a team reduces predation risk due to early spotting of predators and that existing in a team gives a higher probability that the predator will attack another member of the team. In this paper models are given where two teams of predators interact with two teams of preys. The teams of each group (predators or preys) help each other. In this paper we propose three different versions of the multi-team predator prey model. We study the equilibrium solutions, the conditions of their local asymptotic stability, persistence and the global stability of the solution of one of the models. Some numerical simulations are done. (author)

Basketball Teams as Strategic Networks

Science.gov (United States)

Fewell, Jennifer H.; Armbruster, Dieter; Ingraham, John; Petersen, Alexander; Waters, James S.

2012-01-01

We asked how team dynamics can be captured in relation to function by considering games in the first round of the NBA 2010 play-offs as networks. Defining players as nodes and ball movements as links, we analyzed the network properties of degree centrality, clustering, entropy and flow centrality across teams and positions, to characterize the game from a network perspective and to determine whether we can assess differences in team offensive strategy by their network properties. The compiled network structure across teams reflected a fundamental attribute of basketball strategy. They primarily showed a centralized ball distribution pattern with the point guard in a leadership role. However, individual play-off teams showed variation in their relative involvement of other players/positions in ball distribution, reflected quantitatively by differences in clustering and degree centrality. We also characterized two potential alternate offensive strategies by associated variation in network structure: (1) whether teams consistently moved the ball towards their shooting specialists, measured as “uphill/downhill” flux, and (2) whether they distributed the ball in a way that reduced predictability, measured as team entropy. These network metrics quantified different aspects of team strategy, with no single metric wholly predictive of success. However, in the context of the 2010 play-offs, the values of clustering (connectedness across players) and network entropy (unpredictability of ball movement) had the most consistent association with team advancement. Our analyses demonstrate the utility of network approaches in quantifying team strategy and show that testable hypotheses can be evaluated using this approach. These analyses also highlight the richness of basketball networks as a dataset for exploring the relationships between network structure and dynamics with team organization and effectiveness. PMID:23139744

Basketball teams as strategic networks.

Directory of Open Access Journals (Sweden)

Jennifer H Fewell

Full Text Available We asked how team dynamics can be captured in relation to function by considering games in the first round of the NBA 2010 play-offs as networks. Defining players as nodes and ball movements as links, we analyzed the network properties of degree centrality, clustering, entropy and flow centrality across teams and positions, to characterize the game from a network perspective and to determine whether we can assess differences in team offensive strategy by their network properties. The compiled network structure across teams reflected a fundamental attribute of basketball strategy. They primarily showed a centralized ball distribution pattern with the point guard in a leadership role. However, individual play-off teams showed variation in their relative involvement of other players/positions in ball distribution, reflected quantitatively by differences in clustering and degree centrality. We also characterized two potential alternate offensive strategies by associated variation in network structure: (1 whether teams consistently moved the ball towards their shooting specialists, measured as "uphill/downhill" flux, and (2 whether they distributed the ball in a way that reduced predictability, measured as team entropy. These network metrics quantified different aspects of team strategy, with no single metric wholly predictive of success. However, in the context of the 2010 play-offs, the values of clustering (connectedness across players and network entropy (unpredictability of ball movement had the most consistent association with team advancement. Our analyses demonstrate the utility of network approaches in quantifying team strategy and show that testable hypotheses can be evaluated using this approach. These analyses also highlight the richness of basketball networks as a dataset for exploring the relationships between network structure and dynamics with team organization and effectiveness.

Imagery Integration Team

Science.gov (United States)

Calhoun, Tracy; Melendrez, Dave

2014-01-01

The Human Exploration Science Office (KX) provides leadership for NASA's Imagery Integration (Integration 2) Team, an affiliation of experts in the use of engineering-class imagery intended to monitor the performance of launch vehicles and crewed spacecraft in flight. Typical engineering imagery assessments include studying and characterizing the liftoff and ascent debris environments; launch vehicle and propulsion element performance; in-flight activities; and entry, landing, and recovery operations. Integration 2 support has been provided not only for U.S. Government spaceflight (e.g., Space Shuttle, Ares I-X) but also for commercial launch providers, such as Space Exploration Technologies Corporation (SpaceX) and Orbital Sciences Corporation, servicing the International Space Station. The NASA Integration 2 Team is composed of imagery integration specialists from JSC, the Marshall Space Flight Center (MSFC), and the Kennedy Space Center (KSC), who have access to a vast pool of experience and capabilities related to program integration, deployment and management of imagery assets, imagery data management, and photogrammetric analysis. The Integration 2 team is currently providing integration services to commercial demonstration flights, Exploration Flight Test-1 (EFT-1), and the Space Launch System (SLS)-based Exploration Missions (EM)-1 and EM-2. EM-2 will be the first attempt to fly a piloted mission with the Orion spacecraft. The Integration 2 Team provides the customer (both commercial and Government) with access to a wide array of imagery options - ground-based, airborne, seaborne, or vehicle-based - that are available through the Government and commercial vendors. The team guides the customer in assembling the appropriate complement of imagery acquisition assets at the customer's facilities, minimizing costs associated with market research and the risk of purchasing inadequate assets. The NASA Integration 2 capability simplifies the process of securing one

Approach to team skills training

International Nuclear Information System (INIS)

Koontz, J.L.; Roe, M.L.; Gaddy, C.D.

1987-01-01

The US commercial nuclear power industry has recognized the importance of team skills in control room operation. The desire to combine training of team interaction skills, like communications, with technical knowledge of reactor operations requires a unique approach to training. An NRC-sponsored study identified a five-phase approach to team skills training designed to be consistent with the systems approach to training currently endorsed by the NRC Policy Statement on Training and Qualification. This paper describes an approach to team skills training with emphasis on the nuclear power plant control room crew. An approach to team skills training

Exploring the importance of team psychological safety in the development of two interprofessional teams.

Science.gov (United States)

O'Leary, Denise Fiona

2016-01-01

It has been previously demonstrated that interactions within interprofessional teams are characterised by effective communication, shared decision-making, and knowledge sharing. This article outlines aspects of an action research study examining the emergence of these characteristics within change management teams made up of nurses, general practitioners, physiotherapists, care assistants, a health and safety officer, and a client at two residential care facilities for older people in Ireland. The theoretical concept of team psychological safety (TPS) is utilised in presenting these characteristics. TPS has been defined as an atmosphere within a team where individuals feel comfortable engaging in discussion and reflection without fear of censure. Study results suggest that TPS was an important catalyst in enhancing understanding and power sharing across professional boundaries and thus in the development of interprofessional teamwork. There were differences between the teams. In one facility, the team developed many characteristics of interprofessional teamwork while at the other there was only a limited shift. Stability in team membership and organisational norms relating to shared decision-making emerged as particularly important in accounting for differences in the development of TPS and interprofessional teamwork.

Virtual Teams and Knowledge Communication

DEFF Research Database (Denmark)

Lehtonen, Miikka; Kampf, Constance Elizabeth

2014-01-01

How does culture affect virtual teams and the knowledge communication processes in which they engage? As virtual spaces are increasingly used to support teams and establish collaboration in cross-cultural projects, the notion of cross-cultural communication can be understood as shifting from...... contextual perspective to a semiotic perspective. That is to say, although the team members are using the same vocabulary they might attach different meanings to and have different knowledge about them thus highlighting the importance of approaching virtual teams and collaboration from a semiotic perspective....... To look at how knowledge about virtual work is established in a multinational context, we interviewed members of a team that connects Finland and India. Results reveal five objects shared between the team members with varying knowledge about them. By making these differences in knowledge visible through...

British Coal Enterprise annual review 1990/91

Energy Technology Data Exchange (ETDEWEB)

1991-01-01

British Coal Enterprise (BCE) has continued to provide business advice, counselling and financial assistance to small businesses in UK coal mining regions. In 1990, against a background of recession, BCE helped create or safeguard 9,300 jobs. Investment in new projects has continued at a low level. BCEs range of services include provision of loans for new or existing businesses, running of managed workshops to help new businesses start up, provision of small premises to expanding businesses, placement of ex-British Coal and other redundant workers in new employment through Job Shops and helping employers to recruit and train management teams when locating or expanding in the coalfields. The annual report details achievements in these fields within seven coal mining regions of Britain.

The Undergraduate ALFALFA Team: Outcomes for Over 250 Undergraduate Participants

Science.gov (United States)

Troischt, Parker; Koopmann, Rebecca A.; Haynes, Martha P.; ALFALFA Team

2016-01-01

The NSF-sponsored Undergraduate ALFALFA (Arecibo Legacy Fast ALFA) Team (UAT) is a consortium of 19 institutions founded to promote undergraduate research and faculty development within the extragalactic ALFALFA HI blind survey project and follow-up programs. In this talk we present outcomes for the more than 250 undergraduate students who have who have participated in the program during the 8 years of funding. 40% of these students have been women and members of underrepresented groups. To date 148 undergraduate students have attended annual workshops at Arecibo Observatory, interacting with faculty, graduate students, their peers, and Arecibo staff in lectures, group activities, tours, and observing runs. Team faculty have supervised 159 summer research projects and 120 academic year (e.g., senior thesis) projects. 68 students have traveled to Arecibo Observatory for observing runs and 55 have presented their results at national meetings such as the AAS. Through participation in the UAT, students are made aware of career paths they may not have previously considered. More than 90% of alumni are attending graduate school and/or pursuing a career in STEM. 42% of those pursuing graduate degrees in Physics or Astronomy are women. This work has been supported by NSF grants AST-0724918/0902211, AST-075267/0903394, AST-0725380, and AST-1211005

Exploring team working in dentistry using a process model of team effectiveness

OpenAIRE

Willcocks, Stephen George

2018-01-01

This article explores team working in the context of dentistry in the UK. It uses an input-process-output model of team effectiveness as a framework to analyse the key issues and determine a possible way forward. The article outlines possible barriers to effective team working revealed by the application of this model. It is argued that collaborative working is important and may be facilitated by shared leadership. It discusses the implications of this and how this may be developed.

The Quantitative Analysis of a team game performance made by men basketball teams at OG 2008

OpenAIRE

Kocián, Michal

2009-01-01

Title: The quantitative analysis of e team game performance made by men basketball teams at Olympis games 2008 Aims: Find reason successes and failures of teams in Olympis game play-off using quantitative (numerical) observation of selected game statistics. Method: The thesis was made on the basic a quantitative (numerical) observation of videorecordings using KVANTÝM. Results: Obtained selected statistic desribed the most essentials events for team winning or loss. Keywords: basketball, team...

Improving supervision: a team approach.

Science.gov (United States)

1993-01-01

This issue of "The Family Planning Manager" outlines an interactive team supervision strategy as a means of improving family planning service quality and enabling staff to perform to their maximum potential. Such an approach to supervision requires a shift from a monitoring to a facilitative role. Because supervisory visits to the field are infrequent, the regional supervisor, clinic manager, and staff should form a team to share ongoing supervisory responsibilities. The team approach removes individual blame and builds consensus. An effective team is characterized by shared leadership roles, concrete work problems, mutual accountability, an emphasis on achieving team objectives, and problem resolution within the group. The team supervision process includes the following steps: prepare a visit plan and schedule; meet with the clinic manager and staff to explain how the visit will be conducted; supervise key activity areas (clinical, management, and personnel); conduct a problem-solving team meeting; conduct a debriefing meeting with the clinic manager; and prepare a report on the visit, including recommendations and follow-up plans. In Guatemala's Family Planning Unit, teams identify problem areas on the basis of agreement that a problem exists, belief that the problem can be solved with available resources, and individual willingness to accept responsibility for the specific actions identified to correct the problem.

Factors Contributing to Research Team Effectiveness: Testing a Model of Team Effectiveness in an Academic Setting

Science.gov (United States)

Omar, Zoharah; Ahmad, Aminah

2014-01-01

Following the classic systems model of inputs, processes, and outputs, this study examined the influence of three input factors, team climate, work overload, and team leadership, on research project team effectiveness as measured by publication productivity, team member satisfaction, and job frustration. This study also examined the mediating…

Illusions of team working in health care.

Science.gov (United States)

West, Michael A; Lyubovnikova, Joanne

2013-01-01

The ubiquity and value of teams in healthcare are well acknowledged. However, in practice, healthcare teams vary dramatically in their structures and effectiveness in ways that can damage team processes and patient outcomes. The aim of this paper is to highlight these characteristics and to extrapolate several important aspects of teamwork that have a powerful impact on team effectiveness across healthcare contexts. The paper draws upon the literature from health services management and organisational behaviour to provide an overview of the current science of healthcare teams. Underpinned by the input-process-output framework of team effectiveness, team composition, team task, and organisational support are viewed as critical inputs that influence key team processes including team objectives, leadership and reflexivity, which in turn impact staff and patient outcomes. Team training interventions and care pathways can facilitate more effective interdisciplinary teamwork. The paper argues that the prevalence of the term "team" in healthcare makes the synthesis and advancement of the scientific understanding of healthcare teams a challenge. Future research therefore needs to better define the fundamental characteristics of teams in studies in order to ensure that findings based on real teams, rather than pseudo-like groups, are accumulated.

Annual site environmental report for calendar year 1997

International Nuclear Information System (INIS)

1997-01-01

The Western Area Power Administration (Western) has established a formal environmental protection, auditing, monitoring, and planning program that has been in effect since 1978. Because Western has over 400 facilities located in 15 states, this report addresses the environmental activities in all the facilities as one site. In March, 1996, Western established a team representing each of the four Regional Offices, the CRSP Customer Service Center and the Corporate Service Office to develop an Environmental Management System based on the guidelines in ISO 14001. The significant environmental projects and issues Western was involved with in 1997 are discussed in this annual site environmental report. This report is written to show the nature and effectiveness of the environmental protection program

Developing team cognition: A role for simulation

Science.gov (United States)

Fernandez, Rosemarie; Shah, Sachita; Rosenman, Elizabeth D.; Kozlowski, Steve W. J.; Parker, Sarah Henrickson; Grand, James A.

2016-01-01

SUMMARY STATEMENT Simulation has had a major impact in the advancement of healthcare team training and assessment. To date, the majority of simulation-based training and assessment focuses 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. PMID:28704287

Interactive Team Cognition

Science.gov (United States)

Cooke, Nancy J.; Gorman, Jamie C.; Myers, Christopher W.; Duran, Jasmine L.

2013-01-01

Cognition in work teams has been predominantly understood and explained in terms of shared cognition with a focus on the similarity of static knowledge structures across individual team members. Inspired by the current zeitgeist in cognitive science, as well as by empirical data and pragmatic concerns, we offer an alternative theory of team…

Child & Adolescent Mental Health Services - first annual report 2008

LENUS (Irish Health Repository)

2009-10-01

This Annual Report provides the first comprehensive survey carried out on community CAMHS teams and includes preliminary data collected by The Health Research Board on the admission of young people under the age of 18 years to inpatient mental health facilities. As many measures in this report do not have historic comparators it provides a baseline foundation that will be built upon in subsequent years providing an indication of trends that cannot yet be drawn on the basis of this report. The next report will include day hospital, liaison and inpatient services. Subsequent reports will further extend the mapping of mental health services for young people.

Entrepreneurial team cognition: A review

NARCIS (Netherlands)

de Mol, E.; Khapova, S.N.; Elfring, T.

2015-01-01

Entrepreneurial team scholars highlight the importance of studying entrepreneurial team cognition in gaining a better understanding of why some entrepreneurial teams are capable of developing teamwork leading to successful entrepreneurial outcomes while others are not. However, in the absence of a

The cohesiveness of sourcing teams

DEFF Research Database (Denmark)

Lidegaard, Nina

2015-01-01

Sourcing teams are introduced as an approach to achieving the interdepartmental integration necessary for companies to address the complexity of strategic sourcing. Companies aim at facilitating teams capable of balancing the goals and tasks of the team with departmental expectations; however...

Promoting teamwork and surgical optimization: combining TeamSTEPPS with a specialty team protocol.

Science.gov (United States)

Tibbs, Sheila Marie; Moss, Jacqueline

2014-11-01

This quality improvement project was a 300-day descriptive preintervention and postintervention comparison consisting of a convenience sample of 18 gynecology surgical team members. We administered the Team Strategies & Tools to Enhance Performance and Patient Safety (TeamSTEPPS®) Teamwork Perception Questionnaire to measure the perception of teamwork. In addition, we collected data regarding rates of compliance (ie, huddle, time out) and measurable surgical procedure times. Results showed a statistically significant increase in the number of team members present for each procedure, 2.34 μ before compared with 2.61 μ after (P = .038), and in the final time-out (FTO) compliance as a result of a clarification of the definition of FTO, 1.05 μ before compared with 1.18 μ after (P = .004). Additionally, there was improvement in staff members' perception of teamwork. The implementation of team training, protocols, and algorithms can enhance surgical optimization, communication, and work relationships. Copyright © 2014 AORN, Inc. Published by Elsevier Inc. All rights reserved.

Shared Leadership and Team Creativity: A Social Network Analysis in Engineering Design Teams

Directory of Open Access Journals (Sweden)

Qiong Wu

2016-06-01

Full Text Available This research explores the relationship between shared leadership and creativity in engineering design teams. To do this, a social network perspective was adopted using four measures to assess key elements of shared leadership networks. These are (a network density, (b centralization, (c efficiency and (d strength. Data was collected from a sample of 22 engineering design teams who adopt a shared leadership approach. Our results support previous findings that the density of a shared leadership network is positively related to team creativity. In contrast, we learned that centralization exerts a negative influence on it. Moreover, while we found that there is no evidence to support a positive correlation between efficiency and team creativity, we demonstrate an inverted U-shaped relationship between strength and team creativity in a shared leadership network. These findings are important because they add to the academic debate in the shared leadership area and provide valuable insights for managers.

Addressing dysfunctional relations among healthcare teams: improving team cooperation through applied organizational theories.

Science.gov (United States)

Horwitz, Sujin K; Horwitz, Irwin B; Barshes, Neal R

2011-01-01

Previous research has demonstrated that communication failure and interpersonal conflicts are significant impediments among health-care teams to assess complex information and engage in the meaningful collaboration necessary for optimizing patient care. Despite the prolific research on the role of effective teamwork in accomplishing complex tasks, such findings have been traditionally applied to business organizations and not medical contexts. This chapter, therefore, reviews and applies four theories from the fields of organizational behavior (OB) and organization development (OD) as potential means for improving team interaction in health-care contexts. This study is unique in its approach as it addresses the long-standing problems that exist in team communication and cooperation in health-care teams by applying well-established theories from the organizational literature. The utilization and application of the theoretical constructs discussed in this work offer valuable means by which the efficacy of team work can be greatly improved in health-care organizations.

A Quantitative Team Situation Awareness Measurement Method Considering Technical and Nontechnical Skills of Teams

Directory of Open Access Journals (Sweden)

Ho Bin Yim

2016-02-01

Full Text Available Human capabilities, such as technical/nontechnical skills, have begun to be recognized as crucial factors for nuclear safety. One of the most common ways to improve human capabilities in general is training. The nuclear industry has constantly developed and used training as a tool to increase plant efficiency and safety. An integrated training framework was suggested for one of those efforts, especially during simulation training sessions of nuclear power plant operation teams. The developed training evaluation methods are based on measuring the levels of situation awareness of teams in terms of the level of shared confidence and consensus as well as the accuracy of team situation awareness. Verification of the developed methods was conducted by analyzing the training data of real nuclear power plant operation teams. The teams that achieved higher level of shared confidence showed better performance in solving problem situations when coupled with high consensus index values. The accuracy of nuclear power plant operation teams' situation awareness was approximately the same or showed a similar trend as that of senior reactor operators' situation awareness calculated by a situation awareness accuracy index (SAAI. Teams that had higher SAAI values performed better and faster than those that had lower SAAI values.

The importance of team level tacit knowledge and related characteristics of high-performing health care teams.

Science.gov (United States)

Friedman, Leonard H; Bernell, Stephanie L

2006-01-01

Team level tacit knowledge is related to the collective knowledge of the team members. It is the shared experience that results in the ability to successfully anticipate the reactions of teammates in typical and nontypical situations. This study evaluates how tacit knowledge and related team characteristics influence the performance of cardiothoracic surgery teams.

Teaming up for learning

NARCIS (Netherlands)

Fransen, Jos

2012-01-01

Fransen, J. (2012). Teaming up for learning: Team effectiveness in collaborative learning in higher education (Doctoral dissertation). November, 16, 2012, Open University in the Netherlands (CELSTEC), Heerlen, The Netherlands.

Team work on international projects

International Nuclear Information System (INIS)

Hayfield, F.

1983-01-01

A successful team will result in Project efficiency and so lead to a better achievement of the Project objectives. Such a team will be self-motivating and have a high level of morale. An effective team will also create a better context for transfer of know-how and so better prepare its members for greater roles on future Project teams. The nature of Project work forces the process of team building to recognize several facts of life. A Project team can have a life as short as one year and as long as ten years. A team usually consists of people on temporary transfer from different departments yet retaining a link of some sort to their departments of origin. It may consist of members of one company only or of several as in a joint-venture and may include Client personnel. On International Projects, the members of a team may have different nationalities and be working in a language foreign to many of them. Many of the Project people may be expatriates to the Project area on a bachelor or on a married status well away from their head or usual office. Team building is a complex organizational and human process, with no mathematical formula for the ideal solution. It starts with the selection of the right Project Manager who should be a leader, a technocrat manager and an integrator all at the same time. The Project Manager must have the authority to create the organizational and human climate that will motivate to a maximum each member of the team. Each member must understand clearly his role and realize that this contribution to the Project will influence his career development. Loyalty to the Project Manager must be possible and the Departmental Manager has to recognize this necessity. This presentation will indicate the basic steps of a team building process on a typical major international Project

Reaping the benefits of task conflict in teams: the critical role of team psychological safety climate.

Science.gov (United States)

Bradley, Bret H; Postlethwaite, Bennett E; Klotz, Anthony C; Hamdani, Maria R; Brown, Kenneth G

2012-01-01

Past research suggests that task conflict may improve team performance under certain conditions; however, we know little about these specific conditions. On the basis of prior theory and research on conflict in teams, we argue that a climate of psychological safety is one specific context under which task conflict will improve team performance. Using evidence from 117 project teams, the present research found that psychological safety climate moderates the relationship between task conflict and performance. Specifically, task conflict and team performance were positively associated under conditions of high psychological safety. The results support the conclusion that psychological safety facilitates the performance benefits of task conflict in teams. Theoretical implications and suggestions for future research are discussed.

Pay Dispersion and Performance in Teams

Science.gov (United States)

Bucciol, Alessandro; Foss, Nicolai J.; Piovesan, Marco

2014-01-01

Extant research offers conflicting predictions about the effect of pay dispersion on team performance. We collected a unique dataset from the Italian soccer league to study the effect of intra-firm pay dispersion on team performance, under different definitions of what constitutes a “team”. This peculiarity of our dataset can explain the conflicting evidence. Indeed, we also find positive, null, and negative effects of pay dispersion on team performance, using the same data but different definitions of team. Our results show that when the team is considered to consist of only the members who directly contribute to the outcome, high pay dispersion has a detrimental impact on team performance. Enlarging the definition of the team causes this effect to disappear or even change direction. Finally, we find that the detrimental effect of pay dispersion is due to worse individual performance, rather than a reduction of team cooperation. PMID:25397615

Leadership Team | Wind | NREL

Science.gov (United States)

Leadership Team Leadership Team Learn more about the expertise and technical skills of the wind Initiative and provides leadership in the focus areas of high-fidelity modeling, wind power plant controls

Measuring the Impact of the Micronegotiation Technique on Team Member Satisfaction and Team Performance

Science.gov (United States)

Kaufman, Jeffery David

2013-01-01

Conflict is not an uncommon element of team interactions and processes; however, if unchecked it can cause issues in the ability of the team to achieve maximum performance. Research on task conflict and relationship conflict by de Wit, Greer, and Jehn (2012) found that while in many cases task conflict and relationship conflict within teams can…

Teaching Engineering Students Team Work

Science.gov (United States)

Levi, Daniel

1998-01-01

The purpose of this manual is to provide professor's in engineering classes which the background necessary to use student team projects effectively. This manual describes some of the characteristics of student teams and how to use them in class. It provides a set of class activities and films which can be used to introduce and support student teams. Finally, a set of teaching modules used in freshmen, sophomore, and senior aeronautical engineering classes are presented. This manual was developed as part of a NASA sponsored project to improve the undergraduate education of aeronautical engineers. The project has helped to purchase a set of team work films which can be checked out from Cal Poly's Learning Resources Center in the Kennedy Library. Research for this project has included literature reviews on team work and cooperative learning; interviews, observations, and surveys of Cal Poly students from Industrial and Manufacturing Engineering, Aeronautical Engineering and Psychology; participation in the Aeronautical Engineering senior design lab; and interviews with engineering faculty. In addition to this faculty manual, there is a student team work manual which has been designed to help engineering students work better in teams.

MEASURING PRODUCTIVITY OF SOFTWARE DEVELOPMENT TEAMS

Directory of Open Access Journals (Sweden)

Goparaju Purna Sudhakar

2012-02-01

Full Text Available This paper gives an exhaustive literature review of the techniques and models available tomeasure the productivity of software development teams. Definition of productivity, measuringindividual programmer’s productivity, and measuring software development team productivity arediscussed. Based on the literature review it was found that software productivity measurement canbe done using SLOC (Source Lines of Code, function points, use case points, object points, andfeature points. Secondary research findings indicate that the team size, response time, taskcomplexity, team climate and team cohesion have an impact on software development teamproductivity. List of factors affecting the software development team productivity are studied andreviewed.

Team Emergency Assessment Measure (TEAM) for the assessment of non-technical skills during resuscitation: Validation of the French version.

Science.gov (United States)

Maignan, Maxime; Koch, François-Xavier; Chaix, Jordane; Phellouzat, Pierre; Binauld, Gery; Collomb Muret, Roselyne; Cooper, Simon J; Labarère, José; Danel, Vincent; Viglino, Damien; Debaty, Guillaume

2016-04-01

Evaluation of team performances during medical simulation must rely on validated and reproducible tools. Our aim was to build and validate a French version of the Team Emergency Assessment Measure (TEAM) score, which was developed for the assessment of team performance and non-technical skills during resuscitation. A forward and backward translation of the initial TEAM score was made, with the agreement and the final validation by the original author. Ten medical teams were recruited and performed a standardized cardiac arrest simulation scenario. Teams were videotaped and nine raters evaluate non-technical skills for each team thanks to the French TEAM Score. Psychometric properties of the score were then evaluated. French TEAM score showed an excellent reliability with a Cronbach coefficient of 0.95. Mean correlation coefficient between each item and the global score range was 0.78. The inter-rater reliability measured by intraclass correlation coefficient of the global score was 0.93. Finally, expert teams had higher French TEAM score than intermediate and novice teams. The French TEAM score shows good psychometric properties to evaluate team performance during cardiac arrest simulation. Its utilization could help in the assessment of non-technical skills during simulation. Copyright © 2015 Elsevier Ireland Ltd. All rights reserved.

Individual autonomy in work teams : the role of team autonomy, self-efficacy, and social support

NARCIS (Netherlands)

Mierlo, van H.; Rutte, C.G.; Vermunt, J.K.; Kompier, M.A.J.; Doorewaard, J.A.C.M.

2006-01-01

Task autonomy is long recognized as a means to improve functioning of individuals and teams. Taking a multilevel approach, we unravelled the constructs of team and individual autonomy and studied the interplay between team autonomy, self-efficacy, and social support in determining individual

First Annual Ethnic Food Cook-off Offers Tastes from Around the World | Poster

Science.gov (United States)

The Employee Diversity Team (EDT), with the support of the R&W Club Frederick, hosted its first Annual Ethnic Food Cook-off on March 27, in the lobby of Building 549, at NCI at Frederick. The event drew chefs of all nationalities from around the NCI at Frederick community. The goal of the cook-off was to encourage members of the community to embrace various ethnic cultures and backgrounds, according to Andrea Frydl, public affairs specialist, Office of Scientific Operations, and EDT chairperson.

Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration.

Science.gov (United States)

Sousa, Milton; Van Dierendonck, Dirk

2015-01-01

The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership.

The Impact of Relationship Marketing on Team Loyalty (The Case Study:Sport Team Fans of Azadeghan Football League of Iran

Directory of Open Access Journals (Sweden)

Pejman Ebrahimi

2016-05-01

Full Text Available Given the importance of brand management of sport teams, the objective of this study was to investigate the impact of relationship marketing dimensions, including team attachment, team trust, team involvement, and team selfexpression on team loyalty of fans of sport teams participating in Iran Azadeghan Football League. Sample size of this study included 480 fans of football teams, and structural equation modeling was used for analysis of data using Lisrel software. The results confirmed all hypotheses, except one hypothesis. Therefore, there is significant relationship between team self-expression and team attachment among football sport teams in Azadeghan Football League of Iran. The results show the importance of paying attention to fans of sports teams and use of their high potential and capacity that sports teams brand managers must pay particular attention to this enormous capacity. Regarding sports teams, the impact of relationship marketing, particularly dimensions of self-expression and team involvement was investigated for the first time in Iran.

Role Allocation and Team Structure in Command and Control Teams

Science.gov (United States)

2014-06-01

organizational psychology and management sciences literature show concepts such as empowered self-management and self-regulating work teams (see Cooney, 2004...tankers (FT), search units (S) and rescue units (R). Each unit is represented on the map by a numbered icon. Each type of unit is colour -coded and...Understanding team adaptation: A conceptual analysis and model. Journal of Applied Psychology , 91, 1189-1207. Cannon-Bowers, J. A., Tannenbaum

The mental health treatment team as a work group: team dynamics and the role of the leader.

Science.gov (United States)

Yank, G R; Barber, J W; Hargrove, D S; Whitt, P D

1992-08-01

Although treatment teams have been examined often in the mental health literature, this literature seldom addresses the crucial property of "teamness"--the key set of intangible phenomena that allow a team to function synergistically as more than the sum of its parts, and with a sense of team identity. In this paper, the concept of the work group is used to develop a framework for understanding the factors contributing to effective team functioning and identity, an their implications for the tasks of team leadership and sociotherapy: "the art of maintaining a social system in which the treatment of an individual patient can best occur" (Edelson 1970). Leadership activities that promote team cohesiveness and boundary maintenance are discussed, and suggestions are provided for ways in which the subjective experiences and emotional reactions of the leader and team members can be used to promote improved task performance and clinical care.

A multidisciplinary approach to team nursing within a low secure service: the team leader role.

Science.gov (United States)

Nagi, Claire; Davies, Jason; Williams, Marie; Roberts, Catherine; Lewis, Roger

2012-01-01

This article critically examines the clinical utility of redesigning a nursing practice model within the Intensive Support and Intervention Service, a new low secure mental health facility in the United Kingdom. Specifically, the "team nursing" approach to care delivery has been adapted to consist of multidisciplinary team leaders as opposed to nursing team leaders. The authors describe the role, properties, and functions of the multidisciplinary team leader approach. The authors provide examples of the benefits and challenges posed to date and the ways in which potential barriers have been overcome. Nursing care leadership can be provided by multidisciplinary staff. An adapted model of team nursing can be implemented in a low secure setting. © 2011 Wiley Periodicals, Inc.

Ability Dispersion and Team Performance

DEFF Research Database (Denmark)

Hoogendoorn, Sander; Parker, Simon C.; Van Praag, Mirjam

What is the effect of dispersed levels of cognitive ability of members of a (business) team on their team's performance? This paper reports the results of a field experiment in which 573 students in 49 teams start up and manage real companies under identical circumstances. We ensured exogenous va...

International virtual teams engineering global success

CERN Document Server

Brewer, P

2015-01-01

As a complete guide to international virtual team communication with practical problem-solving strategies, this book is a must read for managers and engineers in all stages of their professional development This book provides essential information for creating and maintaining successful international virtual teams for those who manage, participate in, or train others in international virtual teaming. Based on new studies in engineering communication, this book presents processes and principles that can help managers and engineers establish global virtual teams that work, assess the virtual team climate, and maintain the effectiveness of virtual teams across cultural boundaries. It provides knowledge and tools necessary to understand the variable contexts of global virtual teams, so that organizations are able to respond to inevitable changes in technology and the global marketplace.

Your Dialysis Care Team

Science.gov (United States)

... A to Z Health Guide Your Dialysis Care Team Tweet Share Print Email Good health care is ... dialyzers (artificial kidneys) for reuse. Vascular Access Care Team If you are a hemodialysis patient, another group ...

Investigating Team Learning in a Military Context

Science.gov (United States)

Veestraeten, Marlies; Kyndt, Eva; Dochy, Filip

2014-01-01

As teams have become fundamental parts of today's organisations, the need for these teams to function and learn efficiently and effectively is widely emphasised. Also in military contexts team learning is vital. The current article examines team learning behaviour in military teams as it aims to cross-validate a team learning model that was…

Cooperative Team Networks

Science.gov (United States)

2016-06-01

team processes, such as identifying motifs of dynamic communication exchanges which goes well beyond simple dyadic and triadic configurations; as well...new metrics and ways to formulate team processes, such as identifying motifs of dynamic communication exchanges which goes well beyond simple dyadic ...sensing, communication , information, and decision networks - Darryl Ahner (AFIT: Air Force Inst Tech) Panel Session: Mathematical Models of

Patients as team members: opportunities, challenges and paradoxes of including patients in multi-professional healthcare teams.

Science.gov (United States)

Martin, Graham P; Finn, Rachael

2011-11-01

Current healthcare policy emphasises the need for more collaborative, team-based approaches to providing care, and for a greater voice for service users in the management and delivery of care. Increasingly, policy encourages 'partnerships' between users and professionals so that users, too, effectively become team members. In examining this phenomenon, this paper draws on insights from the organisational-sociological literature on team work, which highlights the challenges of bringing together diverse professional groups, but which has not, to date, been applied in contexts where users, too, are included in teams. Using data from a qualitative study of five pilot cancer-genetics projects, in which service users were included in teams responsible for managing and developing new services, it highlights the difficulties involved in making teams of such heterogeneous members-and the paradoxes that arise when this task is achieved. It reveals how the tension between integration and specialisation of team members, highlighted in the literature on teams in general, is especially acute for service users, the distinctiveness of whose contribution is more fragile, and open to blurring. © 2011 The Authors. Sociology of Health & Illness © 2011 Foundation for the Sociology of Health & Illness/Blackwell Publishing Ltd.

Professionals’ views on interprofessional stroke team functioning

Directory of Open Access Journals (Sweden)

Jane Murray Cramm

2011-07-01

Full Text Available Introduction: The quality of integrated stroke care depends on smooth team functioning but professionals may not always work well together. Professionals' perspectives on the factors that influence stroke team functioning remain largely unexamined. Understanding their experiences is critical to indentifying measures to improve team functioning. The aim of this study was to identify the factors that contributed to the success of interprofessional stroke teams as perceived by team members. Methods: We distributed questionnaires to professionals within 34 integrated stroke care teams at various health care facilities in 9 Dutch regions. 558 respondents (response rate: 39% completed the questionnaire. To account for the hierarchical structure of the study design we fitted a hierarchical random-effects model. The hierarchical structure comprised 558 stroke team members (level 1 nested in 34 teams (level 2. Results: Analyses showed that personal development, social well-being, interprofessional education, communication, and role understanding significantly contributed to stroke team functioning. Team-level constructs affecting interprofessional stroke team functioning were communication and role understanding. No significant relationships were found with individual-level personal autonomy and team-level cohesion. Discussion and conclusion: Our findings suggest that interventions to improve team members' social well-being, communication, and role understanding will improve teams' performance. To further advance interprofessional team functioning, healthcare organizations should pay attention to developing professionals' interpersonal skills and interprofessional education.       

Professionals’ views on interprofessional stroke team functioning

Directory of Open Access Journals (Sweden)

Jane Murray Cramm

2011-07-01

Full Text Available Introduction: The quality of integrated stroke care depends on smooth team functioning but professionals may not always work well together. Professionals' perspectives on the factors that influence stroke team functioning remain largely unexamined. Understanding their experiences is critical to indentifying measures to improve team functioning. The aim of this study was to identify the factors that contributed to the success of interprofessional stroke teams as perceived by team members.  Methods: We distributed questionnaires to professionals within 34 integrated stroke care teams at various health care facilities in 9 Dutch regions. 558 respondents (response rate: 39% completed the questionnaire. To account for the hierarchical structure of the study design we fitted a hierarchical random-effects model. The hierarchical structure comprised 558 stroke team members (level 1 nested in 34 teams (level 2.  Results: Analyses showed that personal development, social well-being, interprofessional education, communication, and role understanding significantly contributed to stroke team functioning. Team-level constructs affecting interprofessional stroke team functioning were communication and role understanding. No significant relationships were found with individual-level personal autonomy and team-level cohesion.  Discussion and conclusion: Our findings suggest that interventions to improve team members' social well-being, communication, and role understanding will improve teams' performance. To further advance interprofessional team functioning, healthcare organizations should pay attention to developing professionals' interpersonal skills and interprofessional education.        

Team self-regulation and meeting deadlines in project teams: antecedents and effects of temporal consensus

NARCIS (Netherlands)

Gevers, J.M.P.; van Eerde, W.; Rutte, C.G.

2009-01-01

In a longitudinal study among 48 project teams, we investigated how temporal consensus (i.e., the extent to which team members have a shared understanding of the temporal aspects of their collective task) affects the ability of teams to establish coordinated action and meet deadlines. In addition,

Managing creative team performance in virtual environments : An empirical study in 44 R&D teams

NARCIS (Netherlands)

Kratzer, J.; Leenders, R.Th.A.J.; van Engelen, J.M.L.

Creative performance in R&D is of vital importance to organizations. Because R&D usually is organized in teams, the management of creative performance inherently refers to the team level creative performance. Over the last decades, R&D teams have become increasingly virtual. In this article we

Communication dynamics in hospice teams: understanding the role of the chaplain in interdisciplinary team collaboration.

Science.gov (United States)

Wittenberg-Lyles, Elaine; Oliver, Debra Parker; Demiris, George; Baldwin, Paula; Regehr, Kelly

2008-12-01

Hospice chaplains provide a specific expertise to patient and family care, however, individual roles and responsibilities that facilitate the interdisciplinary team environment are less well known. The primary aim of this study was to investigate how hospice chaplains perceive their role in interdisciplinary team meetings and to what extent hospice chaplains share common experiences within the interdisciplinary team approach in hospice. Hospice chaplains within a 10-state region participated in a 39-item phone survey about professional roles, group roles, and structural characteristics that influence their ability to participate in interdisciplinary collaboration. Findings revealed that professional role conflict is experienced, primarily with social workers. Informal group task and maintenance roles included team spiritual care advisor and conflict manager, and structural characteristics consisted of extracurricular communication outside of the organization. Although chaplains foster interdisciplinary collaboration within the hospice team, future research needs to address improvements to the chaplain's role within the interdisciplinary team process.

Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration

Science.gov (United States)

Sousa, Milton; Van Dierendonck, Dirk

2016-01-01

The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership. PMID:26779104

Introducing a short measure of shared servant leadership impacting team performance through team behavioral integration

Directory of Open Access Journals (Sweden)

Milton eSousa

2016-01-01

Full Text Available The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioural integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of two weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1 shared servant leadership was a strong determinant of team behavioural integration, (2 information exchange worked as the main mediating process between shared servant leadership and team performance, and (3 the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership.

Nice Teams Finish Last The Secret to Unleashing Your Team's Maximum Potential

CERN Document Server

Miller, Brian Cole

2010-01-01

Don't rock the boat. Don't make waves. Don't offend anyone. There's a palpable feeling that clouds many team meetings and keeps them from being productive: over-politeness. And while the conflict that naturally exists in most organizations hasn't gone away, it manifests itself in passive-aggression, mediocrity, and a molasses-like inability to get anything done. Nice Teams Finish Last provides the antidote to this all-too-common tendency, giving managers, team leaders and members, and facilitators the practical support they need to battle "the nice trap" and start getting results! The book hel

Self-reported teamwork in family health team practices in Ontario: organizational and cultural predictors of team climate.

Science.gov (United States)

Howard, Michelle; Brazil, Kevin; Akhtar-Danesh, Noori; Agarwal, Gina

2011-05-01

To determine the organizational predictors of higher scores on team climate measures as an indicator of the functioning of a family health team (FHT). Cross-sectional study using a mailed survey. Family health teams in Ontario. Twenty-one of 144 consecutively approached FHTs; 628 team members were surveyed. Scores on the team climate inventory, which assessed organizational culture type (group, developmental, rational, or hierarchical); leadership perceptions; and organizational factors, such as use of electronic medical records (EMRs), team composition, governance of the FHT, location, meetings, and time since FHT initiation. All analyses were adjusted for clustering of respondents within the FHT using a mixed random-intercepts model. The response rate was 65.8% (413 of 628); 2 were excluded from analysis, for a total of 411 participants. At the time of survey completion, there was a median of 4 physicians, 11 other health professionals, and 4 management and clerical staff per FHT. The average team climate score was 3.8 out of a possible 5. In multivariable regression analysis, leadership score, group and developmental culture types, and use of more EMR capabilities were associated with higher team climate scores. Other organizational factors, such as number of sites and size of group, were not associated with the team climate score. Culture, leadership, and EMR functionality, rather than organizational composition of the teams (eg, number of professionals on staff, practice size), were the most important factors in predicting climate in primary care teams.

Primary care team working in Ireland: a qualitative exploration of team members' experiences in a new primary care service.

Science.gov (United States)

Kennedy, Norelee; Armstrong, Claire; Woodward, Oonagh; Cullen, Walter

2015-07-01

Team working is an integral aspect of primary care, but barriers to effective team working can limit the effectiveness of a primary care team (PCT). The establishment of new PCTs in Ireland provides an excellent opportunity to explore team working in action. The aim of this qualitative study was to explore the experiences of team members working in a PCT. Team members (n = 19) from two PCTs were interviewed from May to June 2010 using a semi-structured interview guide. All interviews were audio-recorded and transcribed. Data were analysed using NVivo (version 8). Thematic analysis was used to explore the data. We identified five main themes that described the experiences of the team members. The themes were support for primary care, managing change, communication, evolution of roles and benefits of team working. Team members were generally supportive of primary care and had experienced benefits to their practice and to the care of their patients from participation in the team. Regular team meetings enabled communication and discussion of complex cases. Despite the significant scope for role conflict due to the varied employment arrangements of the team members, neither role nor interpersonal conflict was evident in the teams studied. In addition, despite the unusual team structure in Irish PCTs - where there is no formally appointed team leader or manager - general issues around team working and its benefits and challenges were very similar to those found in other international studies. This suggests, in contrast to some studies, that some aspects of the leadership role may not be as important in successful PCT functioning as previously thought. Nonetheless, team leadership was identified as an important issue in the further development of the teams. © 2014 John Wiley & Sons Ltd.

Commodity team motivation and performance

DEFF Research Database (Denmark)

Englyst, Linda; Jørgensen, Frances; Johansen, John

2008-01-01

In this article, an in-depth single case study is presented in order to explore and discuss the functioning of commodity teams in a global sourcing context. Specifically, the study aimed at identifying factors that may influence team members' motivation to participate in activities that create...... opportunities for synergy and coordination of purchasing. In the teams studied, motivation appeared to be influenced to some degree by a number of factors, including rewards, leadership behaviours, goal setting, and the career goals of the commodity team members. In some cases, inconsistencies between...

Commodity Team Motivation and Performance

DEFF Research Database (Denmark)

Englyst, Linda; Jørgensen, Frances; Johansen, John

2008-01-01

In this article, an in-depth single case study is presented in order to explore and discuss the functioning of commodity teams in a global sourcing context. Specifically, the study aimed at identifying factors that may influence team members' motivation to participate in activities that create...... opportunities for synergy and coordination of purchasing. In the teams studied, motivation appeared to be influenced to some degree by a number of factors, including rewards, leadership behaviours, goal setting, and the career goals of the commodity team members. In some cases, inconsistencies between...

[Multiprofessional team working in palliative medicine].

Science.gov (United States)

Osaka, Iwao

2013-04-01

Now, more than ever, palliative medicine has been gaining recognition for its essential role in cancer treatment. Since its beginning, it has emphasized the importance of collaboration among multidisciplinary professionals, valuing a comprehensive and holistic philosophy, addressing a wide range of hopes and suffering that patients and families experience. There are three models (approaches) for the medical teams: multidisciplinary, interdisciplinary, and transdisciplinary. Palliative care teams often choose the interdisciplinary team model, and the teams in the palliative care units may often choose the transdisciplinary team model. Recently, accumulating research has shown the clinical benefits of the interdisciplinary/transdisciplinary approach in palliative care settings. Clarifying appropriate functions and ideal features of physicians in the health care team, and enforcing the suitable team approach will contribute to improve the quality of whole medical practice beyond the framework of "palliative medicine".

Adaptive heterogeneous multi-robot teams

Energy Technology Data Exchange (ETDEWEB)

Parker, L.E.

1998-11-01

This research addresses the problem of achieving fault tolerant cooperation within small- to medium-sized teams of heterogeneous mobile robots. The author describes a novel behavior-based, fully distributed architecture, called ALLIANCE, that utilizes adaptive action selection to achieve fault tolerant cooperative control in robot missions involving loosely coupled, largely independent tasks. The robots in this architecture possess a variety of high-level functions that they can perform during a mission, and must at all times select an appropriate action based on the requirements of the mission, the activities of other robots, the current environmental conditions, and their own internal states. Since such cooperative teams often work in dynamic and unpredictable environments, the software architecture allows the team members to respond robustly and reliably to unexpected environmental changes and modifications in the robot team that may occur due to mechanical failure, the learning of new skills, or the addition or removal of robots from the team by human intervention. After presenting ALLIANCE, the author describes in detail the experimental results of an implementation of this architecture on a team of physical mobile robots performing a cooperative box pushing demonstration. These experiments illustrate the ability of ALLIANCE to achieve adaptive, fault-tolerant cooperative control amidst dynamic changes in the capabilities of the robot team.

Team Based Engineering Design Thinking

Science.gov (United States)

Mentzer, Nathan

2014-01-01

The objective of this research was to explore design thinking among teams of high school students. This objective was encompassed in the research question driving the inquiry: How do teams of high school students allocate time across stages of design? Design thinking on the professional level typically occurs in a team environment. Many…

Multidisciplinary team functioning.

Science.gov (United States)

Kovitz, K E; Dougan, P; Riese, R; Brummitt, J R

1984-01-01

This paper advocates the need to move beyond interdisciplinary team composition as a minimum criterion for multidisciplinary functioning in child abuse treatment. Recent developments within the field reflect the practice of shared professional responsibility for detection, case management and treatment. Adherence to this particular model for intervention requires cooperative service planning and implementation as task related functions. Implicitly, this model also carries the potential to incorporate the supportive functioning essential to effective group process. However, explicit attention to the dynamics and process of small groups has been neglected in prescriptive accounts of multidisciplinary child abuse team organization. The present paper therefore focuses upon the maintenance and enhancement aspects of multidisciplinary group functioning. First, the development and philosophy of service for the Alberta Children's Hospital Child Abuse Program are reviewed. Second, composition of the team, it's mandate for service, and the population it serves are briefly described. Third, the conceptual framework within which the program functions is outlined. Strategies for effective group functioning are presented and the difficulties encountered with this model are highlighted. Finally, recommendations are offered for planning and implementing a multidisciplinary child abuse team and for maintaining its effective group functioning.

42 CFR 456.602 - Inspection team.

Science.gov (United States)

2010-10-01

... 42 Public Health 4 2010-10-01 2010-10-01 false Inspection team. 456.602 Section 456.602 Public... Institutions for Mental Diseases § 456.602 Inspection team. (a) A team, as described in this section and § 456... team conducting periodic inspections must have a least one member who is at physician or registered...

Enabling Team Learning in Healthcare

Science.gov (United States)

Boak, George

2016-01-01

This paper is based on a study of learning processes within 35 healthcare therapy teams that took action to improve their services. The published research on team learning is introduced, and the paper suggests it is an activity that has similarities with action research and with those forms of action learning where teams address collective…

Science and Team Development

Directory of Open Access Journals (Sweden)

Bryan R. Cole

2006-07-01

Full Text Available This paper explores a new idea about the future development of science and teams, and predicts its possible applications in science, education, workforce development and research. The inter-relatedness of science and teamwork developments suggests a growing importance of team facilitators’ quality, as well as the criticality of detailed studies of teamwork processes and team consortiums to address the increasing complexity of exponential knowledge growth and work interdependency. In the future, it will become much easier to produce a highly specialised workforce, such as brain surgeons or genome engineers, than to identify, educate and develop individuals capable of the delicate and complex work of multi-team facilitation. Such individuals will become the new scientists of the millennium, having extraordinary knowledge in variety of scientific fields, unusual mix of abilities, possessing highly developed interpersonal and teamwork skills, and visionary ideas in illuminating bold strategies for new scientific discoveries. The new scientists of the millennium, through team consortium facilitation, will be able to build bridges between the multitude of diverse and extremely specialised knowledge and interdependent functions to improve systems for the further benefit of mankind.

Emergency team personnel and technical equipment

International Nuclear Information System (INIS)

Muralt, R.

1989-01-01

The most important requirements for the emergency team can be summarized in three points. 1) The emergency team must be made up of top personnel from all fields and it should be functionally equiped. 2) The emergency teams must have complete command of their equipment. 3) The members of the team must be well motivated. 1 fig

Team-Based Care: A Concept Analysis.

Science.gov (United States)

Baik, Dawon

2017-10-01

The purpose of this concept analysis is to clarify and analyze the concept of team-based care in clinical practice. Team-based care has garnered attention as a way to enhance healthcare delivery and patient care related to quality and safety. However, there is no consensus on the concept of team-based care; as a result, the lack of common definition impedes further studies on team-based care. This analysis was conducted using Walker and Avant's strategy. Literature searches were conducted using PubMed, Cumulative Index to Nursing and Allied Health Literature (CINAHL), and PsycINFO, with a timeline from January 1985 to December 2015. The analysis demonstrates that the concept of team-based care has three core attributes: (a) interprofessional collaboration, (b) patient-centered approach, and (c) integrated care process. This is accomplished through understanding other team members' roles and responsibilities, a climate of mutual respect, and organizational support. Consequences of team-based care are identified with three aspects: (a) patient, (b) healthcare professional, and (c) healthcare organization. This concept analysis helps better understand the characteristics of team-based care in the clinical practice as well as promote the development of a theoretical definition of team-based care. © 2016 Wiley Periodicals, Inc.

Sharing information in teams : Giving up privacy or compromising on team performance?

NARCIS (Netherlands)

Harbers, M.; Aydogan, R.; Jonker, C.M.; Neerincx, M.A.

2014-01-01

Human teamwork can be supported by agent technology by providing each human team member with an agent that monitors, supports and advices the human. The agent can, for example, monitor the human's workload, and share that information with (agents of) other team members so that work can be

Leading a Virtual Intercultural Team. Implications for Virtual Team Leaders

OpenAIRE

Chutnik, Monika; Grzesik, Katarzyna

2009-01-01

Increasing number of companies operate in the setup of teams whose members are geographically scattered and have different cultural origins. They work through access to the same digital network and communicate by means of modern technology. Sometimes they are located in different time zones and have never met each other face to face. This is the age of a virtual team leader. Virtual leadership in intercultural groups requires special skills from leaders. Many of these reflect leadership s...

Negative affect reduces team awareness: the effects of mood and stress on computer-mediated team communication.

Science.gov (United States)

Pfaff, Mark S

2012-08-01

This article presents research on the effects of varying mood and stress states on within-team communication in a simulated crisis management environment, with a focus on the relationship between communication behaviors and team awareness. Communication plays a critical role in team cognition along with cognitive factors such as attention, memory, and decision-making speed. Mood and stress are known to have interrelated effects on cognition at the individual level, but there is relatively little joint exploration of these factors in team communication in technologically complex environments. Dyadic communication behaviors in a distributed six-person crisis management simulation were analyzed in a factorial design for effects of two levels of mood (happy, sad) and the presence or absence of a time pressure stressor. Time pressure and mood showed several specific impacts on communication behaviors. Communication quantity and efficiency increased under time pressure, though frequent requests for information were associated with poor performance. Teams in happy moods showed enhanced team awareness, as revealed by more anticipatory communication patterns and more detailed verbal responses to teammates than those in sad moods. Results show that the attention-narrowing effects of mood and stress associated with individual cognitive functions demonstrate analogous impacts on team awareness and information-sharing behaviors and reveal a richer understanding of how team dynamics change under adverse conditions. Disentangling stress from mood affords the opportunity to target more specific interventions that better support team awareness and task performance.

Are Teams Less Inequality Averse than Individuals?

OpenAIRE

He, Haoran; Villeval, Marie Claire

2014-01-01

We compare inequality aversion in individuals and teams by means of both within- and between-subject experimental designs, and we investigate how teams aggregate individual preferences. We find that team decisions reveal less inequality aversion than individual initial proposals in team decision-making. However, teams are no more selfish than individuals who decide in isolation. Individuals express strategically more inequality aversion in their initial proposals in team decision-making becau...

Team role stress : relationships with team learning and performance in project teams

NARCIS (Netherlands)

Savelsbergh, C.; Gevers, J.M.P.; Heijden, van der B.I.J.M.; Poell, R.F.

2012-01-01

Although role stress literature has almost exclusively focused on individual role incumbents, it is conceivable that shared conditions of ambiguity, conflict, and quantitative or qualitative overload may give rise to a collective experience of role stress in teams. Testing a multilevel mediation

[The function of team-meetings for treatment teams on child and adolescent psychiatric wards].

Science.gov (United States)

Branik, Emil; Meng, Heiner

2006-01-01

In the daily work of multidisciplinary teams on child and adolescent psychiatric wards team-meetings play a central role to coordinate various treatment activities. In medical literature studies on the topic are lacking, and only few articles were found. The authors explore by a descriptive-hermeneutic analysis the numerous functions of meetings for the treatment team. To them belong catharsis, containment, reflection, regulation and integration. Psychodynamic, group dynamical and institutional factors will be described regarding their influence on the therapy management. Issues of power in institutions will be comprised in the discussion. The dialectical tension between professionalism and emotionality in the work with patients especially from the borderline-spectrum as well as between unity and diversity within the treatment team in regard to the different roles of each and everyone team member will be presented. Hints at how to manage these tensions will be given to preserve the therapeutical milieu on the ward.

Team performance in resuscitation teams: Comparison and critique of two recently developed scoring tools☆

Science.gov (United States)

McKay, Anthony; Walker, Susanna T.; Brett, Stephen J.; Vincent, Charles; Sevdalis, Nick

2012-01-01

Background and aim Following high profile errors resulting in patient harm and attracting negative publicity, the healthcare sector has begun to focus on training non-technical teamworking skills as one way of reducing the rate of adverse events. Within the area of resuscitation, two tools have been developed recently aiming to assess these skills – TEAM and OSCAR. The aims of the study reported here were:1.To determine the inter-rater reliability of the tools in assessing performance within the context of resuscitation.2.To correlate scores of the same resuscitation teams episodes using both tools, thereby determining their concurrent validity within the context of resuscitation.3.To carry out a critique of both tools and establish how best each one may be utilised. Methods The study consisted of two phases – reliability assessment; and content comparison, and correlation. Assessments were made by two resuscitation experts, who watched 24 pre-recorded resuscitation simulations, and independently rated team behaviours using both tools. The tools were critically appraised, and correlation between overall score surrogates was assessed. Results Both OSCAR and TEAM achieved high levels of inter-rater reliability (in the form of adequate intra-class coefficients) and minor significant differences between Wilcoxon tests. Comparison of the scores from both tools demonstrated a high degree of correlation (and hence concurrent validity). Finally, critique of each tool highlighted differences in length and complexity. Conclusion Both OSCAR and TEAM can be used to assess resuscitation teams in a simulated environment, with the tools correlating well with one another. We envisage a role for both tools – with TEAM giving a quick, global assessment of the team, but OSCAR enabling more detailed breakdown of the assessment, facilitating feedback, and identifying areas of weakness for future training. PMID:22561464

Office for Analysis and Evaluation of Operational Data 1993 annual report: Volume 8, Number 1

International Nuclear Information System (INIS)

1994-11-01

This annual report of the US Nuclear Regulatory Commission's Office for Analysis and Evaluation of Operational Data (AEOD) describes activities conducted during 1993. The report is published in two parts. NUREG-1272, Vol. 8, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about the trends of some key performance measures. The report also includes the principal findings and issues identified in AEOD studies over the past year and summarizes information from such sources as licensee event reports, diagnostic evaluations, and reports to the NRC's Operations Center. NUREG-1272, Vol. 8, No. 2, covers nuclear materials and presents a review of the events and concerns during 1993 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. Both reports also contain a discussion of the Incident Investigation Team program and summarize both the Incident Investigation Team and Augmented Inspection Team reports. Each volume contains a list of the AEOD reports issued from 1980 through 1993

Team Leadership in Practice.

Science.gov (United States)

Neck, Christopher; Manz, Charles C.; Manz, Karen P.

1998-01-01

Although educational teams can help reduce teachers' feelings of isolation and enhance instruction, ineffective leadership often dooms their efforts. This article describes four team leadership approaches: "strong-man,""transactor,""visionary hero," and "SuperLeadership." The last is superior, since it…

A dynamical approach toward understanding mechanisms of team science: change, kinship, tension, and heritage in a transdisciplinary team.

Science.gov (United States)

Lotrecchiano, Gaetano R

2013-08-01

Since the concept of team science gained recognition among biomedical researchers, social scientists have been challenged with investigating evidence of team mechanisms and functional dynamics within transdisciplinary teams. Identification of these mechanisms has lacked substantial research using grounded theory models to adequately describe their dynamical qualities. Research trends continue to favor the measurement of teams by isolating occurrences of production over relational mechanistic team tendencies. This study uses a social constructionist-grounded multilevel mixed methods approach to identify social dynamics and mechanisms within a transdisciplinary team. A National Institutes of Health-funded research team served as a sample. Data from observations, interviews, and focus groups were qualitatively coded to generate micro/meso level analyses. Social mechanisms operative within this biomedical scientific team were identified. Dynamics that support such mechanisms were documented and explored. Through theoretical and emergent coding, four social mechanisms dominated in the analysis-change, kinship, tension, and heritage. Each contains relational social dynamics. This micro/meso level study suggests such mechanisms and dynamics are key features of team science and as such can inform problems of integration, praxis, and engagement in teams. © 2013 Wiley Periodicals, Inc.

[Team Care for Patient Safety, TeamSTEPPS to Improve Nontechnical Skills and Teamwork--Actions to Become an HRO].

Science.gov (United States)

Kaito, Ken

2015-07-01

It is important to develop safer medical systems and follow manuals of medical procedures for patient safety. However, these approaches do not always result in satisfactory results because of many human factors. It is known that defects of nontechnical skills are more important than those of technical skills regarding medical accidents and incidents. So, it is necessary to improve personal nontechnical skills and compensate for each other's defects based on a team approach. For such purposes, we have implemented TeamSTEPPS to enhance performance and patient safety in our hospital. TeamSTEPPS (team strategies and tools to enhance performance and patient safety) is a useful method to improve the nontechnical skills of each member and the team. In TeamSTEPPS, leadership to share mental models among the team, continuous monitoring and awareness for team activities, mutual support for workload and knowledge, and approaches to complete communication are summarized to enhance teamwork and patient safety. Other than improving nontechnical skills and teamwork, TeamSTEPPS is also very important as a High Reliability Organization (HRO). TeamSTEPPS is worth implementing in every hospital to decrease medical errors and improve patient outcomes and satisfaction.

Enabling team learning when members are prone to contentious communication: The role of team leader coaching

OpenAIRE

Schaubroeck, John; Carmeli, Avraham; Bhatia, Sarena; Paz, Etty

2016-01-01

Members of teams are often prone to interpersonal communication patterns that can undermine the team’s capacity to engage in self-learning processes that are critical to team adaptation and performance improvement. We argue that team leader coaching behaviors are critical to ensuring that team discussions that may foster learning new teamwork skills and strategies are unfettered by the tendency of two or more members to exhibit contentious interpersonal communications. We accordingly test a m...

Team performance: Pitfalls and solutions

International Nuclear Information System (INIS)

Lee, R.R.; Eckert, M.J.

1988-01-01

Team building is often used as a focal point and process for improving performance. In many cases these efforts are successful in achieving the desired goals and the team building is confirmed as an effective approach. The authors have been involved in a number of successful, and some unsuccessful, efforts. This paper is concerned primarily with those cases where a team approach did not achieve the desired improvement. These experiences offer an opportunity to better understand the conditions under which team building works and to identify how a complete assessment of the prevailing conditions can provide corrections to improve the probability of success

Team-oriented leadership: the interactive effects of leader group prototypicality, accountability, and team identification.

Science.gov (United States)

Giessner, Steffen R; van Knippenberg, Daan; van Ginkel, Wendy; Sleebos, Ed

2013-07-01

We examined the interactive effects of leader group prototypicality, accountability, and team identification on team-oriented behavior of leaders, thus extending the social identity perspective on leadership to the study of leader behavior. An experimental study (N = 152) supported our hypothesis that leader accountability relates more strongly to team-oriented behavior for group nonprototypical leaders than for group prototypical leaders. A multisource field study with leaders (N = 64) and their followers (N = 209) indicated that this interactive effect is more pronounced for leaders who identify more strongly with their team. We discuss how these findings further develop the social identity analysis of leadership. PsycINFO Database Record (c) 2013 APA, all rights reserved.

Us and me : team identification and individual differentiation as complementary drivers of team members' citizenship and creative behaviors

NARCIS (Netherlands)

Janssen, O.; Huang, X

The authors investigate team identification and individual differentiation as complementary drivers of team members' citizenship and creative behavior. As hypothesized, the results of a survey among 157 middle-management team members show team identification to be positively related to citizenship

The human side of lean teams.

Science.gov (United States)

Wackerbarth, Sarah B; Strawser-Srinath, Jamie R; Conigliaro, Joseph C

2015-05-01

Organizations use lean principles to increase quality and decrease costs. Lean projects require an understanding of systems-wide processes and utilize interdisciplinary teams. Most lean tools are straightforward, and the biggest barrier to successful implementation is often development of the team aspect of the lean approach. The purpose of this article is to share challenges experienced by a lean team charged with improving a hospital discharge process. Reflection on the experience provides an opportunity to highlight lessons from The Team Handbook by Peter Scholtes and colleagues. To improve the likelihood that process improvement initiatives, including lean projects, will be successful, organizations should consider providing training in organizational change principles and team building. The authors' lean team learned these lessons the hard way. Despite the challenges, the team successfully implemented changes throughout the organization that have had a positive impact. Training to understand the psychology of change might have decreased the resistance faced in implementing these changes. © 2014 by the American College of Medical Quality.

Task-Team-Process: The Development of Shared Representations in a Engineeing Design Team

DEFF Research Database (Denmark)

Badke-Schaub, Petra; Lauche, Kristina; Neumann, Andre

2009-01-01

In this article, an analysis of the development of team mental models in two engineering meetings is described. The authors present a two-stage model of the development of sharedness in teams, which formed the basis for a communication analysis of both meetings. The transcripts of the meetings were...... categorised referring to underlying cognitive acts and design strategies. The results are largely consistent with the assumptions of the model indicating a lack of sharedness. This was confirmed by changes of frequencies linked to task-, team-, and processrelated cognitive acts within and between the two...

A Systematic Review of Tools Used to Assess Team Leadership in Health Care Action Teams.

Science.gov (United States)

Rosenman, Elizabeth D; Ilgen, Jonathan S; Shandro, Jamie R; Harper, Amy L; Fernandez, Rosemarie

2015-10-01

To summarize the characteristics of tools used to assess leadership in health care action (HCA) teams. HCA teams are interdisciplinary teams performing complex, critical tasks under high-pressure conditions. The authors conducted a systematic review of the PubMed/MEDLINE, CINAHL, ERIC, EMBASE, PsycINFO, and Web of Science databases, key journals, and review articles published through March 2012 for English-language articles that applied leadership assessment tools to HCA teams in all specialties. Pairs of reviewers assessed identified articles for inclusion and exclusion criteria and abstracted data on study characteristics, tool characteristics, and validity evidence. Of the 9,913 abstracts screened, 83 studies were included. They described 61 team leadership assessment tools. Forty-nine tools (80%) provided behaviors, skills, or characteristics to define leadership. Forty-four tools (72%) assessed leadership as one component of a larger assessment, 13 tools (21%) identified leadership as the primary focus of the assessment, and 4 (7%) assessed leadership style. Fifty-three studies (64%) assessed leadership at the team level; 29 (35%) did so at the individual level. Assessments of simulated (n = 55) and live (n = 30) patient care events were performed. Validity evidence included content validity (n = 75), internal structure (n = 61), relationship to other variables (n = 44), and response process (n = 15). Leadership assessment tools applied to HCA teams are heterogeneous in content and application. Comparisons between tools are limited by study variability. A systematic approach to team leadership tool development, evaluation, and implementation will strengthen understanding of this important competency.

It's what you do and the way that you do it : team task, team size and innovation-relation group processes

NARCIS (Netherlands)

Curral, L.A.; Forrester, R.H.; Dawson, J.F.; West, M.A.

2001-01-01

This article describes a study of the relationships between team inputs (task type and team size) and team processes in 87 cross industry Portuguese teams, some of which had high and some low requirements to innovate. Team processes were measured using the Team Climate Inventory (TCI), which focuses

New lenses on team learning

DEFF Research Database (Denmark)

Musaeus, Peter

Team læring er sjældent blevet studeret fra et sociokulturelt perspektiv (vygotskiansk). Denne poster er et teoretisk bidrag til team læring, der fokuserer på dialog, tegn-mediering og kulturel historisk praksis for at udvikle en forståelse af team læring som mere end forøgelse i adfærd, viden og...

Quarterly, Bi-annual and Annual Reports

Data.gov (United States)

National Oceanic and Atmospheric Administration, Department of Commerce — The Quarterly, Bi-annual and Annual Reports are periodic reports issued for public release. For the deep set fishery these reports are issued quarterly and anually....

Expanding the Advising Team.

Science.gov (United States)

Glennen, Robert E.; And Others

1989-01-01

The process and results of team building by Emporia State University's centralized advising center are examined from the perspectives of president, enrollment management, centralized advising, and faculty. The effort demonstrates that administrative, state, and team commitment can produce positive results in freshman retention, higher graduation…

Essence: Team-Based Software Innovation

DEFF Research Database (Denmark)

Aaen, Ivan

2012-01-01

Essence is a methodology supporting innovative software teams. It is designed with agile development in mind to allow for the problem situation to talk back to the team as they go along building solutions. Traditional software development teams – and for that matter probably also development teams...... using technologies other than software – might also enjoy adapting Essence to suit their situation. Essence is not yet another method for generating ideas. There are plenty of good methods already, and for that reason I choose to focus less on idea generation and more on the thereafter. Most teams....... Essence is based on the idea that challenges are open to interpretation and choice. We may often choose how we understand a challenge and choose among several strategies for answering it. Software development and indeed software innovation are far from linear. Essence is built on structures rather than...

Next generation red teaming

CERN Document Server

Dalziel, Henry

2015-01-01

Red Teaming is can be described as a type of wargaming.In private business, penetration testers audit and test organization security, often in a secretive setting. The entire point of the Red Team is to see how weak or otherwise the organization's security posture is. This course is particularly suited to CISO's and CTO's that need to learn how to build a successful Red Team, as well as budding cyber security professionals who would like to learn more about the world of information security. Teaches readers how to dentify systemic security issues based on the analysis of vulnerability and con

The Association of Team-Specific Workload and Staffing with Odds of Burnout Among VA Primary Care Team Members.

Science.gov (United States)

Helfrich, Christian D; Simonetti, Joseph A; Clinton, Walter L; Wood, Gordon B; Taylor, Leslie; Schectman, Gordon; Stark, Richard; Rubenstein, Lisa V; Fihn, Stephan D; Nelson, Karin M

2017-07-01

Work-related burnout is common in primary care and is associated with worse patient safety, patient satisfaction, and employee mental health. Workload, staffing stability, and team completeness may be drivers of burnout. However, few studies have assessed these associations at the team level, and fewer still include members of the team beyond physicians. To study the associations of burnout among primary care providers (PCPs), nurse care managers, clinical associates (MAs, LPNs), and administrative clerks with the staffing and workload on their teams. We conducted an individual-level cross-sectional analysis of survey and administrative data in 2014. Primary care personnel at VA clinics responding to a national survey. Burnout was measured with a validated single-item survey measure dichotomized to indicate the presence of burnout. The independent variables were survey measures of team staffing (having a fully staffed team, serving on multiple teams, and turnover on the team), and workload both from survey items (working extended hours), and administrative data (patient panel overcapacity and average panel comorbidity). There were 4610 respondents (estimated response rate of 20.9%). The overall prevalence of burnout was 41%. In adjusted analyses, the strongest associations with burnout were having a fully staffed team (odds ratio [OR] = 0.55, 95% CI 0.47-0.65), having turnover on the team (OR = 1.67, 95% CI 1.43-1.94), and having patient panel overcapacity (OR = 1.19, 95% CI 1.01-1.40). The observed burnout prevalence was 30.1% lower (28.5% vs. 58.6%) for respondents working on fully staffed teams with no turnover and caring for a panel within capacity, relative to respondents in the inverse condition. Complete team staffing, turnover among team members, and panel overcapacity had strong, cumulative associations with burnout. Further research is needed to understand whether improvements in these factors would lower burnout.

Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate

OpenAIRE

Liu, Wenxing; Mao, Jianghua; Chen, Xiao

2017-01-01

Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the th...

Team building: conceptual, methodological, and applied considerations.

Science.gov (United States)

Beauchamp, Mark R; McEwan, Desmond; Waldhauser, Katrina J

2017-08-01

Team building has been identified as an important method of improving the psychological climate in which teams operate, as well as overall team functioning. Within the context of sports, team building interventions have consistently been found to result in improvements in team effectiveness. In this paper we review the extant literature on team building in sport, and address a range of conceptual, methodological, and applied considerations that have the potential to advance theory, research, and applied intervention initiatives within the field. This involves expanding the scope of team building strategies that have, to date, primarily focused on developing group cohesion. Copyright © 2017 Elsevier Ltd. All rights reserved.

Misery loves company: team dissonance and the influence of supervisor-focused interpersonal justice climate on team cohesiveness.

Science.gov (United States)

Stoverink, Adam C; Umphress, Elizabeth E; Gardner, Richard G; Miner, Kathi N

2014-11-01

The organizational justice literature has examined the effects of supervisor-focused interpersonal justice climate, or a team's shared perception of the dignity and respect it receives from its supervisor, on a number of important outcomes directed at organizational authorities. Considerably less is known about the potential influence of these shared perceptions on coworker-directed outcomes. In 2 experiments, we predict that a low (unfair) supervisor-focused interpersonal justice climate generates greater team cohesiveness than a high (fair) supervisor-focused interpersonal justice climate. We further examine the process through which this effect occurs. Drawing from cognitive dissonance theory, we predict that low (vs. high) supervisor-focused interpersonal justice climate generates greater team dissonance, or shared psychological discomfort, for team members and that this dissonance serves as an underlying mechanism through which supervisor-focused interpersonal justice climate influences a team's cohesiveness. Our results demonstrate support for these predictions in that low supervisor-focused interpersonal justice climate led to higher levels of both team dissonance and team cohesiveness than did high supervisor-focused interpersonal justice climate, and team dissonance mediated this relationship. Implications and areas for future research are discussed. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

Effects of two types of intra-team feedback on developing a shared mental model in Command & Control teams

NARCIS (Netherlands)

Rasker, P.C.; Post, W.M.; Schraagen, J.M.C.

2000-01-01

In two studies, the effect of two types of intra-team feedback on developing a shared mental model in Command & Control teams was investigated. A distinction is made between performance monitoring and team self-correction. Performance monitoring is the ability of team members to monitor each other's

Evaluating the effectiveness of health care teams.

Science.gov (United States)

Mickan, Sharon M

2005-05-01

While it is recognised that effective health care teams are associated with quality patient care, the literature is comparatively sparse in defining the outcomes of effective teamwork. This literature review of the range of organisational, team and individual benefits of teamwork complements an earlier article which summarised the antecedent conditions for (input) and team processes (throughput) of effective teams. This article summarises the evidence for a range of outcome measures of effective teams. Organisational benefits of teamwork include reduced hospitalisation time and costs, reduced unanticipated admissions, better accessibility for patients, and improved coordination of care. Team benefits include efficient use of health care services, enhanced communication and professional diversity. Patients report benefits of enhanced satisfaction, acceptance of treatment and improved health outcomes. Finally, team members report enhanced job satisfaction, greater role clarity and enhanced well-being. Due to the inherent complexity of teamwork, a constituency model of team evaluation is supported where key stakeholders identify and measure the intended benefits of a team.

Team Training through Communications Control

Science.gov (United States)

1982-02-01

training * operational environment * team training research issues * training approach * team communications * models of operator beharior e...on the market soon, it certainly would be investigated carefully for its applicability to the team training problem. ce A text-to-speech voice...generation system. Votrax has recently marketed such a device, and others may soon follow suit. ’ d. A speech replay system designed to produce speech from

Teaming for Speech and Auditory Training.

Science.gov (United States)

Nussbaum, Debra B.; Waddy-Smith, Bettie

1985-01-01

The article suggests three strategies for the audiologist and speech/communication specialist to use in assisting the preschool teacher to implement student's individualized education program: (1) demonstration teaming, (2) dual teaming; and (3) rotation teaming. (CL)

Group facilitation: building that winning team.

Science.gov (United States)

Krumberger, J M

1992-12-01

Team building does not occur by chance; it involves using techniques to make it easier for members to contribute their expertise while working with others to achieve quality results. Evaluation of team effectiveness involves assessing both the processes (team interactions and work processes) and accomplishment of goals (out-comes; see box). Productivity and quality that could not be accomplished by individual efforts may be enhanced by effectively working teams.

Assessment of a Statewide Palliative Care Team Training Course: COMFORT Communication for Palliative Care Teams.

Science.gov (United States)

Wittenberg, Elaine; Ferrell, Betty; Goldsmith, Joy; Ragan, Sandra L; Paice, Judith

2016-07-01

Despite increased attention to communication skill training in palliative care, few interprofessional training programs are available and little is known about the impact of such training. This study evaluated a communication curriculum offered to interprofessional palliative care teams and examined the longitudinal impact of training. Interprofessional, hospital-based palliative care team members were competitively selected to participate in a two-day training using the COMFORT(TM SM) (Communication, Orientation and options, Mindful communication, Family, Openings, Relating, Team) Communication for Palliative Care Teams curriculum. Course evaluation and goal assessment were tracked at six and nine months postcourse. Interprofessional palliative care team members (n = 58) representing 29 teams attended the course and completed course goals. Participants included 28 nurses, 16 social workers, 8 physicians, 5 chaplains, and one psychologist. Precourse surveys assessed participants' perceptions of institution-wide communication performance across the continuum of care and resources supporting optimum communication. Postcourse evaluations and goal progress monitoring were used to assess training effectiveness. Participants reported moderate communication effectiveness in their institutions, with the weakest areas being during bereavement and survivorship care. Mean response to course evaluation across all participants was greater than 4 (scale of 1 = low to 5 = high). Participants taught an additional 962 providers and initiated institution-wide training for clinical staff, new hires, and volunteers. Team member training improved communication processes and increased attention to communication with family caregivers. Barriers to goal implementation included a lack of institutional support as evidenced in clinical caseloads and an absence of leadership and funding. The COMFORT(TM SM) communication curriculum is effective palliative care communication

Rapid response teams: qualitative analysis of their effectiveness.

Science.gov (United States)

Leach, Linda Searle; Mayo, Ann M

2013-05-01

Multidisciplinary rapid response teams focus on patients' emergent needs and manage critical situations to prevent avoidable deaths. Although research has focused primarily on outcomes, studies of the actual team effectiveness within the teams from multiple perspectives have been limited. To describe effectiveness of rapid response teams in a large teaching hospital in California that had been using such teams for 5 years. The grounded-theory method was used to discover if substantive theory might emerge from interview and/or observational data. Purposeful sampling was used to conduct in-person semistructured interviews with 17 key informants. Convenience sampling was used for the 9 observed events that involved a rapid response team. Analysis involved use of a concept or indicator model to generate empirical results from the data. Data were coded, compared, and contrasted, and, when appropriate, relationships between concepts were formed. Results Dimensions of effective team performance included the concepts of organizational culture, team structure, expertise, communication, and teamwork. Professionals involved reported that rapid response teams functioned well in managing patients at risk or in crisis; however, unique challenges were identified. Teams were loosely coupled because of the inconsistency of team members from day to day. Team members had little opportunity to develop relationships or team skills. The need for team training may be greater than that among teams that work together regularly under less time pressure to perform. Communication between team members and managing a crisis were critical aspects of an effective response team.

Effect of obstetric team training on team performance and medical technical skills: a randomised controlled trial

NARCIS (Netherlands)

Fransen, A. F.; van de Ven, J.; Merién, A. E. R.; de Wit-Zuurendonk, L. D.; Houterman, S.; Mol, B. W.; Oei, S. G.

2012-01-01

Please cite this paper as: Fransen A, van de Ven J, Merien A, de Wit-Zuurendonk L, Houterman S, Mol B, Oei S. Effect of obstetric team training on team performance and medical technical skills: a randomised controlled trial. BJOG 2012;119:13871393. Objective To determine whether obstetric team

Grasping the Dynamic Complexity of Team Learning: An Integrative Model for Effective Team Learning in Organisations

Science.gov (United States)

Decuyper, Stefan; Dochy, Filip; Van den Bossche, Piet

2010-01-01

In this article we present an integrative model of team learning. Literature shows that effective team learning requires the establishment of a dialogical space amongst team members, in which communicative behaviours such as "sharing", "co-construction" and "constructive conflict" are balanced. However, finding this balance is not enough.…

Academic characteristics of orthopedic team physicians affiliated with high school, collegiate, and professional teams.

Science.gov (United States)

Makhni, Eric C; Buza, John A; Byram, Ian; Ahmad, Christopher S

2015-11-01

We conducted a study to determine the academic involvement and research productivity of orthopedic team physicians at high school, college, and professional levels of sport. Through Internet and telephone queries, we identified 1054 team physicians from 362 institutions, including 120 randomly selected high schools and colleges and 122 professional teams (baseball, basketball, football, hockey). For all physicians included in the study, we performed a comprehensive search of the Internet and of a citation database to determine academic affiliations, number of publications, and h-index values. Of the 1054 physicians, 678 (64%) were orthopedic surgeons. Percentage of orthopedic team physicians affiliated with an academic medical center was highest in professional sports (64%; 173/270) followed by collegiate sports (36%; 98/275) and high school sports (20%; 27/133). Median number of publications per orthopedic team physician was significantly higher in professional sports (30.6) than in collegiate sports (10.7) or high school sports (6). Median number of publications by orthopedic physicians also varied by sport, with the highest number in Major League Baseball (37.9; range, 0-225) followed by the National Basketball Association (32.0; range, 0-227) and the National Football League (30.4; range, 0-460), with the lowest number within the National Hockey League (20.7; range, 0-144). Academic affiliation and research productivity of orthopedic team physicians vary by competition level and professional sporting league.

Personality in teams: its relationship to social cohesion, task cohesion, and team performance

NARCIS (Netherlands)

van Vianen, A.E.M.; de Dreu, C.K.W.

2001-01-01

This study continued past research on the relationship between personality composition in teams and social cohesion and team performance (Barrick, Stewart, Neubert, & Mount, 1998). Results from the Barrick et al. sample (N = 50) were compared with data from two new samples, one comprising drilling

Ten principles of good interdisciplinary team work.

Science.gov (United States)

Nancarrow, Susan A; Booth, Andrew; Ariss, Steven; Smith, Tony; Enderby, Pam; Roots, Alison

2013-05-10

Interdisciplinary team work is increasingly prevalent, supported by policies and practices that bring care closer to the patient and challenge traditional professional boundaries. To date, there has been a great deal of emphasis on the processes of team work, and in some cases, outcomes. This study draws on two sources of knowledge to identify the attributes of a good interdisciplinary team; a published systematic review of the literature on interdisciplinary team work, and the perceptions of over 253 staff from 11 community rehabilitation and intermediate care teams in the UK. These data sources were merged using qualitative content analysis to arrive at a framework that identifies characteristics and proposes ten competencies that support effective interdisciplinary team work. Ten characteristics underpinning effective interdisciplinary team work were identified: positive leadership and management attributes; communication strategies and structures; personal rewards, training and development; appropriate resources and procedures; appropriate skill mix; supportive team climate; individual characteristics that support interdisciplinary team work; clarity of vision; quality and outcomes of care; and respecting and understanding roles. We propose competency statements that an effective interdisciplinary team functioning at a high level should demonstrate.

25th Annual International Laser Physics Workshop (LPHYS’16)

International Nuclear Information System (INIS)

2017-01-01

EDITORIALDear Readers,The 25th annual International Laser Physics Workshop, LPHYS’16, took place in the city of Yerevan, Republic of Armenia. 319 participants from 32 countries attended the conference. It was hosted by the Yerevan Physics Institute, A Alikhanyan National Laboratory. This year the conference has been endorsed by the Optical Society (OSA), the year the society celebrates its 100th anniversary.The LPHYS’16 Steering Committee and the Advisory and Program Committee would like to extend their sincere gratitude to Dr. Koryun B Oganesyan (Chair of the Local Organizing Committee) and to his team for the outstanding job performed on organizing, arranging, managing and putting in order the conference. Their combined effort lead to a successful result.In this volume of the IOP Journal of Physics: Conference Series you will find selected proceedings of the Workshop in Yerevan.Please make a note that the 26th annual International Laser Physics Workshop (LPHYS’17) will take place from July 17 to July 21, 2017 in the city of Kazan, Russia hosted by the Kazan E K Zavoisky Physical-Technical Institute (KPhTI).With kind regards,Steering and Advisory and Program committeesLPHYS’16 (paper)

Smart or Diverse Start-up Teams?

DEFF Research Database (Denmark)

Hoogendoorn, Sander; Parker, Simon C.; Van Praag, Mirjam

2017-01-01

This paper explores the relationship between cognitive abilities and team performance in a start-up setting. We argue that performance in this setting hinges on three tasks: opportunity recognition, problem solving, and implementation. We theorize that cognitive ability at the individual level has...... others can be assigned to tasks that impose a greater cognitive load (problem solving or opportunity recognition). We present the results of a field experiment in which 573 students in 49 teams started up and managed real companies. We ensured exogenous variation in—otherwise random—team composition...... by assigning students to teams based on their measured cognitive abilities. Each team performed a variety of tasks, often involving complex decision making. The key result of the experiment is that the performance of start-up teams first increases and then decreases with ability dispersion. Strikingly, average...

The Joint Influence of Intra- and Inter-Team Learning Processes on Team Performance : A Constructive or Destructive Combination?

NARCIS (Netherlands)

Bron, Rike; Endedijk, Maaike D.; van Veelen, Ruth; Veldkamp, Bernard P.

2018-01-01

In order for teams to build a shared conception of their task, team learning is crucial. Benefits of intra-team learning have been demonstrated in numerous studies. However, teams do not operate in a vacuum, and interact with their environment to execute their tasks. Our knowledge of the added value

Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate.

Science.gov (United States)

Liu, Wenxing; Mao, Jianghua; Chen, Xiao

2017-01-01

Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the theoretical and practical implementations of these observations.

Leader Humility and Team Innovation: Investigating the Substituting Role of Task Interdependence and the Mediating Role of Team Voice Climate

Directory of Open Access Journals (Sweden)

Wenxing Liu

2017-06-01

Full Text Available Leadership has been found to be linked with team innovation. Based on social information processing theory and substitutes for leadership theory, this paper examines the influence of leader humility on team innovation. Results from 90 teams showed that leader humility will enhance team innovation by fostering team voice climate. Further, task interdependence substitutes the effect of leader humility on team innovation through an indirect way via team voice climate. This study discussed the theoretical and practical implementations of these observations.

The Generational Impact in Virtual Teams

OpenAIRE

Ferrara, Samuel Joseph

2016-01-01

The world of today allows groups of people who are geographically-distributed to communicate through information and communication technologies (ICTs). In the workplace, these geographically-distributed teams are referred to as virtual teams. Quantifying and understanding issues in virtual teams has been a focus of research for the past two decades. This thesis aims to quantify generational differences between the Millennials and the Baby Boomers in the context of virtual teams in the enginee...

Trust in agile teams

DEFF Research Database (Denmark)

Tjørnehøj, Gitte; Fransgård, Mette; Skalkam, Signe

2012-01-01

actions influenced this. We see two important lessons from the analysis. First the agile practices of daily Scrum and self organizing team can empower DSD teams to manage their own development of trust and thereby alleviate the obstacles of DSD. Second if management fails to support the development...

An Integrative Model for Understanding Team Organizational Citizenship Behavior: Its Antecedents and Consequences for Educational Teams

Science.gov (United States)

Somech, Anit; Khotaba, Soha

2017-01-01

Purpose: The purpose of this paper is to use a model to broaden the understanding of the organizational citizenship behavior (OCB) phenomenon in educational teams and examines team OCB's mediating role in the relation of the contextual variables of team justice climate (distributive justice, procedural justice, interpersonal justice) to team…

Sleep and Recovery in Team Sport: Current Sleep-Related Issues Facing Professional Team-Sport Athletes.

Science.gov (United States)

Fullagar, Hugh H K; Duffield, Rob; Skorski, Sabrina; Coutts, Aaron J; Julian, Ross; Meyer, Tim

2015-11-01

While the effects of sleep loss on performance have previously been reviewed, the effects of disturbed sleep on recovery after exercise are less reported. Specifically, the interaction between sleep and physiological and psychological recovery in team-sport athletes is not well understood. Accordingly, the aim of the current review was to examine the current evidence on the potential role sleep may play in postexercise recovery, with a tailored focus on professional team-sport athletes. Recent studies show that team-sport athletes are at high risk of poor sleep during and after competition. Although limited published data are available, these athletes also appear particularly susceptible to reductions in both sleep quality and sleep duration after night competition and periods of heavy training. However, studies examining the relationship between sleep and recovery in such situations are lacking. Indeed, further observational sleep studies in team-sport athletes are required to confirm these concerns. Naps, sleep extension, and sleep-hygiene practices appear advantageous to performance; however, future proof-of-concept studies are now required to determine the efficacy of these interventions on postexercise recovery. Moreover, more research is required to understand how sleep interacts with numerous recovery responses in team-sport environments. This is pertinent given the regularity with which these teams encounter challenging scenarios during the course of a season. Therefore, this review examines the factors that compromise sleep during a season and after competition and discusses strategies that may help improve sleep in team-sport athletes.

Office for Analysis and Evaluation of Operational Data. 1992 annual report: Nonreactors: Volume 7, No. 2

Energy Technology Data Exchange (ETDEWEB)

1993-10-01

The annual report of the US Nuclear Regulatory Commission`s Office for Analysis and Evaluation of Operational Data (AEOD) is devoted to the activities performed during 1992. The report is published in two separate parts. NUREG-1272, Vol. 7, No. 1, covers power reactors and presents an overview of the operating experience of the nuclear power industry from the NRC perspective, including comments about the trends of some key performance measures. The report also includes the principal findings and issues identified in AEOD studies over the past year and summarizes information from such sources as licensee event reports, diagnostic evaluations, and reports to the NRC`s Operations Center. NUREG-1272, Vol. 7, No. 2, covers nonreactors and presents a review of the events and concerns during 1992 associated with the use of licensed material in nonreactor applications, such as personnel overexposures and medical misadministrations. Both reports also contain a discussion of the Incident Investigation Team program and summarize both the Incident Investigation Team and Augmented Inspection Team reports. Each volume contains a list of the AEOD reports issued for 1981--1992.

Issues for the Traveling Team Physician.

Science.gov (United States)

Kaeding, Christopher C; Borchers, James

2016-07-01

This article outlines the value of having the team physician traveling with athletes to away venues for competitions or training sessions. At present, this travel presents several issues for the team physician who crosses state lines for taking care of the athletes. In this article, these issues and their possible remedies are discussed. A concern for the travelling team physician is practicing medicine while caring for the team in a state where the physician is not licensed. Another issue can be the transportation of controlled substances in the course of providing optimal care for the team athletes. These two issues are regulatory and legislative issues at both the state and federal levels. On the practical side of being a team physician, the issues of emergency action plans, supplies, and when to transport injured or ill patients are also reviewed. Thieme Medical Publishers 333 Seventh Avenue, New York, NY 10001, USA.

8 ways to build collaborative teams.

Science.gov (United States)

Gratton, Lynda; Erickson, Tamara J

2007-11-01

Executing complex initiatives like acquisitions or an IT overhaul requires a breadth of knowledge that can be provided only by teams that are large, diverse, virtual, and composed of highly educated specialists. The irony is, those same characteristics have an alarming tendency to decrease collaboration on a team. What's a company to do? Gratton, a London Business School professor, and Erickson, president of the Concours Institute, studied 55 large teams and identified those with strong collaboration despite their complexity. Examining the team dynamics and environment at firms ranging from Royal Bank of Scotland to Nokia to Marriott, the authors isolated eight success factors: (1) "Signature" relationship practices that build bonds among the staff, in memorable ways that are particularly suited to a company's business. (2) Role models of collaboration among executives, which help cooperation trickle down to the staff. (3) The establishment of a "gift culture," in which managers support employees by mentoring them daily, instead of a transactional "tit-for-tat culture", (4) Training in relationship skills, such as communication and conflict resolution. (5) A sense of community, which corporate HR can foster by sponsoring group activities. (6) Ambidextrous leadership, or leaders who are both task-oriented and relationship-oriented. (7) Good use of heritage relationships, by populating teams with members who know and trust one another. (8) Role clarity and task ambiguity, achieved by defining individual roles sharply but giving teams latitude on approach. As teams have grown from a standard of 20 members to comprise 100 or more, team practices that once worked well no longer apply. The new complexity of teams requires companies to increase their capacity for collaboration, by making long-term investments that build relationships and trust, and smart near-term decisions about how teams are formed and run.