WorldWideScience

Sample records for ntroi team detailed

  1. 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.

  2. 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…

  3. 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.

  4. Making detailed predictions makes (some) predictions worse

    Science.gov (United States)

    Kelly, Theresa F.

    In this paper, we investigate whether making detailed predictions about an event makes other predictions worse. Across 19 experiments, 10,895 participants, and 415,960 predictions about 724 professional sports games, we find that people who made detailed predictions about sporting events (e.g., how many hits each baseball team would get) made worse predictions about more general outcomes (e.g., which team would win). We rule out that this effect is caused by inattention or fatigue, thinking too hard, or a differential reliance on holistic information about the teams. Instead, we find that thinking about game-relevant details before predicting winning teams causes people to give less weight to predictive information, presumably because predicting details makes information that is relatively useless for predicting the winning team more readily accessible in memory and therefore incorporated into forecasts. Furthermore, we show that this differential use of information can be used to predict what kinds of games will and will not be susceptible to the negative effect of making detailed predictions.

  5. 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.

  6. 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.

  7. 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...

  8. Pre-license team training at San Onofre Nuclear Generating Station

    International Nuclear Information System (INIS)

    Freers, S.M.; Hyman, M.

    1987-01-01

    Team Training at San Onofre Nuclear Generating Station (SONGS) Units 2 and 3 has been developed to enhance the performance of station operations personnel. The FACT Training Program (Formality, Attention to Detail, Consistency and Team Effort) is the common denominator for operations team training. Compliance with good operating practices is enhanced by operators working as a team toward the same goal, using the same language, practicing the same operating and communication skills, possessing a clear understanding of individual roles and responsibilities of team members and practicing attention to detail in every task. These elements of effective teamwork are emphasized by the processes and criteria used in the Pre-License Operator Training Program at SONGS

  9. Learning Together and Working Apart: Routines for Organizational Learning in Virtual Teams

    Science.gov (United States)

    Dixon, Nancy

    2017-01-01

    Purpose: Research suggests that teaming routines facilitate learning in teams. This paper identifies and details how specific teaming routines, implemented in a virtual team, support its continual learning. The study's focus was to generate authentic and descriptive accounts of the interviewees' experiences with virtual teaming routines.…

  10. 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.

  11. When Teams Go Crazy

    DEFF Research Database (Denmark)

    Kuhrmann, Marco; Münch, Jürgen

    2016-01-01

    Software development consists to a large extend of human-based processes with continuously increasing demands regarding interdisciplinary team work. Understanding the dynamics of software teams can be seen as highly important to successful project execution. Hence, for future project managers......, knowledge about non-technical processes in teams is significant. In this paper, we present a course unit that provides an environment in which students can learn and experience the impact of group dynamics on project performance and quality. The course unit uses the Tuckman model as theoretical framework......, and borrows from controlled experiments to organize and implement its practical parts in which students then experience the effects of, e.g., time pressure, resource bottlenecks, staff turnover, loss of key personnel, and other stress factors. We provide a detailed design of the course unit to allow...

  12. 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.

  13. Team Learning Ditinjau dari Team Diversity dan Team Efficacy

    OpenAIRE

    Pohan, Vivi Gusrini Rahmadani; Ancok, Djamaludin

    2010-01-01

    This research attempted to observe team learning from the level of team diversity and team efficacy of work teams. This research used an individual level of analysis rather than the group level. The team members measured the level of team diversity, team efficacy and team learning of the teams through three scales, namely team learning scale, team diversity scale, and team efficacy scale. Respondents in this research were the active team members in a company, PT. Alkindo Mitraraya. The total ...

  14. Team Learning Ditinjau dari Team Diversity dan Team Efficacy

    OpenAIRE

    Vivi Gusrini Rahmadani Pohan; Djamaludin Ancok

    2015-01-01

    This research attempted to observe team learning from the level of team diversity and team efficacy of work teams. This research used an individual level of analysis rather than the group level. The team members measured the level of team diversity, team efficacy and team learning of the teams through three scales, namely team learning scale, team diversity scale, and team efficacy scale. Respondents in this research were the active team members in a company, PT. Alkindo Mitraraya. The total ...

  15. 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.

  16. Annotated Bibliography and State-of-the-Art Review of the Field of Team Training as it Relates to Military Teams

    Science.gov (United States)

    1986-02-01

    identified general skills required by small-unit leaders which affect the team process: management , communication, problem-solving, tactical, and...skills such as ccoperation, simulation fidelity, feedback/ knowlede of results, and team structur- qr n c.position were categorized in this two...identified: management skills, communication skills, problem solving skills, tactical skills, and teehnical skills. A more detailed description of these

  17. 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.

  18. N/NC team claims three-peat softball championship title > U.S. Northern

    Science.gov (United States)

    ) 2007 (114) 2006 (88) 2005 (65) 2004 (51) 2003 (33) 2002 (12) N/NC team claims three-peat softball championship title By By SMSgt. Jennifer Thibault The NORAD-USNORTHCOM silver softball team presented their DOWNLOAD HI-RES / PHOTO DETAILS The NORAD-USNORTHCOM silver softball team presented their base championship

  19. Characterizing Distributed Concurrent Engineering Teams: A Descriptive Framework for Aerospace Concurrent Engineering Design Teams

    Science.gov (United States)

    Chattopadhyay, Debarati; Hihn, Jairus; Warfield, Keith

    2011-01-01

    As aerospace missions grow larger and more technically complex in the face of ever tighter budgets, it will become increasingly important to use concurrent engineering methods in the development of early conceptual designs because of their ability to facilitate rapid assessments and trades in a cost-efficient manner. To successfully accomplish these complex missions with limited funding, it is also essential to effectively leverage the strengths of individuals and teams across government, industry, academia, and international agencies by increased cooperation between organizations. As a result, the existing concurrent engineering teams will need to increasingly engage in distributed collaborative concurrent design. This paper is an extension of a recent white paper written by the Concurrent Engineering Working Group, which details the unique challenges of distributed collaborative concurrent engineering. This paper includes a short history of aerospace concurrent engineering, and defines the terms 'concurrent', 'collaborative' and 'distributed' in the context of aerospace concurrent engineering. In addition, a model for the levels of complexity of concurrent engineering teams is presented to provide a way to conceptualize information and data flow within these types of teams.

  20. Aircrew team management program

    Science.gov (United States)

    Margerison, Charles; Mccann, Dick; Davies, Rod

    1987-01-01

    The key features of the Aircrew Team Management Workshop which was designed for and in consultation with Trans Australia Airlines are outlined. Five major sections are presented dealing with: (1) A profile of the airline and the designers; (2) Aircrew consultation and involvement; (3) Educational design and development; (4) Implementation and instruction; and (5) Evaluation and assessment. These areas are detailed.

  1. Study on team evaluation. Team process model for team evaluation

    International Nuclear Information System (INIS)

    Sasou Kunihide; Ebisu, Mitsuhiro; Hirose, Ayako

    2004-01-01

    Several studies have been done to evaluate or improve team performance in nuclear and aviation industries. Crew resource management is the typical example. In addition, team evaluation recently gathers interests in other teams of lawyers, medical staff, accountants, psychiatrics, executive, etc. However, the most evaluation methods focus on the results of team behavior that can be observed through training or actual business situations. What is expected team is not only resolving problems but also training younger members being destined to lead the next generation. Therefore, the authors set the final goal of this study establishing a series of methods to evaluate and improve teams inclusively such as decision making, motivation, staffing, etc. As the first step, this study develops team process model describing viewpoints for the evaluation. The team process is defined as some kinds of power that activate or inactivate competency of individuals that is the components of team's competency. To find the team process, the authors discussed the merits of team behavior with the experienced training instructors and shift supervisors of nuclear/thermal power plants. The discussion finds four team merits and many components to realize those team merits. Classifying those components into eight groups of team processes such as 'Orientation', 'Decision Making', 'Power and Responsibility', 'Workload Management', 'Professional Trust', 'Motivation', 'Training' and 'staffing', the authors propose Team Process Model with two to four sub processes in each team process. In the future, the authors will develop methods to evaluate some of the team processes for nuclear/thermal power plant operation teams. (author)

  2. Are real teams healthy teams?

    NARCIS (Netherlands)

    Buljac, M.; van Woerkom, M.; van Wijngaarden, P.

    2013-01-01

    This study examines the impact of real-team--as opposed to a team in name only--characteristics (i.e., team boundaries, stability of membership, and task interdependence) on team processes (i.e., team learning and emotional support) and team effectiveness in the long-term care sector. We employed a

  3. "When does making detailed predictions make predictions worse?": Correction to Kelly and Simmons (2016).

    Science.gov (United States)

    2016-10-01

    Reports an error in "When Does Making Detailed Predictions Make Predictions Worse" by Theresa F. Kelly and Joseph P. Simmons ( Journal of Experimental Psychology: General , Advanced Online Publication, Aug 8, 2016, np). In the article, the symbols in Figure 2 were inadvertently altered in production. All versions of this article have been corrected. (The following abstract of the original article appeared in record 2016-37952-001.) In this article, we investigate whether making detailed predictions about an event worsens other predictions of the event. Across 19 experiments, 10,896 participants, and 407,045 predictions about 724 professional sports games, we find that people who made detailed predictions about sporting events (e.g., how many hits each baseball team would get) made worse predictions about more general outcomes (e.g., which team would win). We rule out that this effect is caused by inattention or fatigue, thinking too hard, or a differential reliance on holistic information about the teams. Instead, we find that thinking about game-relevant details before predicting winning teams causes people to give less weight to predictive information, presumably because predicting details makes useless or redundant information more accessible and thus more likely to be incorporated into forecasts. Furthermore, we show that this differential use of information can be used to predict what kinds of events will and will not be susceptible to the negative effect of making detailed predictions. PsycINFO Database Record (c) 2016 APA, all rights reserved

  4. Team Learning in Teacher Teams: Team Entitativity as a Bridge between Teams-in-Theory and Teams-in-Practice

    Science.gov (United States)

    Vangrieken, Katrien; Dochy, Filip; Raes, Elisabeth

    2016-01-01

    This study aimed to investigate team learning in the context of teacher teams in higher vocational education. As teacher teams often do not meet all criteria included in theoretical team definitions, the construct "team entitativity" was introduced. Defined as the degree to which a group of individuals possesses the quality of being a…

  5. ORGANIZATIONAL WORK GROUPS AND WORK TEAMS – APPROACHES AND DIFFERENCES

    Directory of Open Access Journals (Sweden)

    Raluca ZOLTAN

    2015-02-01

    Full Text Available Work groups and work teams represents basic structures of traditional and modern organizations, and during the time they have been intensively researched. However, managers often do not always consider the fundamental differences between groups and teams, which will lead to unrealistic goals and results below expectations. Thus, in the present paper we propose a review of the main researching approaches on groups and teams (psychosocial, socio-technical, and behavioral approach, in the third part of the paper being detailed the fundamental differences between groups and teams in the light of these approaches.

  6. 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.

  7. 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

  8. Beyond Brainstorming: Exploring Convergence in Teams

    DEFF Research Database (Denmark)

    Seeber, Isabella; de Vreede, Gert-Jan; Maier, Ronald

    2017-01-01

    Collaborative brainstorming is often followed by a convergence activity where teams extract the most promising ideas on a useful level of detail from the brainstorming results. Contrary to the wealth of research on electronic brainstorming, there is a dearth of research on convergence. We used...

  9. Red Teaming of Advanced Information Assurance Concepts

    International Nuclear Information System (INIS)

    DUGGAN, RUTH A.; WOOD, BRADLEY

    1999-01-01

    Red Teaming is an advanced form of assessment that can be used to identify weaknesses in a variety of cyber systems. it is especially beneficial when the target system is still in development when designers can readily affect improvements. This paper discusses the red team analysis process and the author's experiences applying this process to five selected Information Technology Office (ITO) projects. Some detail of the overall methodology, summary results from the five projects, and lessons learned are contained within this paper

  10. 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

  11. Using an Undergraduate Materials Research Project to Foster Multidisciplinary Teaming Skills

    Science.gov (United States)

    Newell, James A.; Cleary, Doug D.

    2004-01-01

    This paper describes the use of undergraduate materials multidisciplinary research projects as a means of addressing the growing industrial demand for graduates experienced in working in multidisciplinary teams. It includes a detailed description of a project in which a multidisciplinary team of chemical engineering and civil engineering students…

  12. Directory of Colon and Rectal Cancer Specialist Teams

    OpenAIRE

    Department of Health; Social Services and Public Safety

    2004-01-01

    The Directory of Colon and Rectal Cancer Specialist Teams has been produced under the auspices of the Northern Ireland Regional Advisory Committee on Cancer. It contains details of the full membership of the clinical teams providing care for colon and rectal cancer in each of Health and Social Services Board Area. Lead Clinicians For Colon and Rectal Cancer Services (PDF 74 KB) EHSSB (PDF 198 KB) NHSSB (PDF 107 KB) SHSSB (PDF 130 KB) WHSSB (PDF 131 KB)

  13. 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.

  14. 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

  15. 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.

  16. 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…

  17. 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 ...

  18. 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

  19. The work of the Operational Safety Review Team (OSART)

    International Nuclear Information System (INIS)

    Hide, K.W.

    1996-01-01

    The Operational Safety Review Team (OSART) programme was set up by the IAEA in 1982 to assist Member States to enhance the operational safety of nuclear power plants. Each team is staffed by senior experts in the relevant fields. The review team discusses with plant staff the existing operational programmes for plant which may be under construction, being commissioned or already operating. Following a detailed examination of a safety programme, the OSART team lists strengths and weaknesses and makes recommendations on how to overcome the latter. Since their conclusions are based on the best prevailing international practice, they may be more stringent than those based on national criteria. The results of the 77 missions conducted at 62 plants in 28 countries by the end of 1994 are summarised. (UK)

  20. Komi oil spill - An assessment by a multinational team

    Energy Technology Data Exchange (ETDEWEB)

    Devenis, P.

    1995-12-31

    The mission objectives, findings of an on-site visit, and recommendations of a multinational United Nations team who assessed the Komi oil spill in Russia were discussed, combined with a discussion of the findings and field work of Russian investigators, whose work preceded that of the UN team. Concern was expressed over spring flooding as a unique problem that might well complicate the cleanup. Areas of serious concern were identified by the group and recommendations for remediation were made, and described in detail. It was found that the multinational team approach was a successful answer in this particular situation in that the diverse backgrounds and experiences of the team members resulted in better solutions and recommendations for remediation than would have been possible otherwise. Access to information provided by EMERCOM (the Russian Ministry for Emergency Response to Natural Disasters) and the Russian consulting firm, helped the UN team in overcoming time constraints and other obstructions affecting their work. 5 refs., 2 figs.

  1. 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.

  2. 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

  3. 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.

  4. 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.

  5. 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...

  6. 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.

  7. Good Practice and Recommendations for Research Team Leadership

    Science.gov (United States)

    2017-05-01

    which makes the junior researcher receptive to branching out. Again, one avenue that facilitates expanding their skill set is the assignment detail...bit of “flavor” can be added by sharing with the audience any surprises, difficulties, or lessons learned along the way. A good team leader should

  8. FORMING ADAPTED TEAMS ORIENTED TO COLLABORATION: DETAILED DESIGN AND CASE STUDY

    Directory of Open Access Journals (Sweden)

    MARÍA PAULA ARIAS-BÁEZ

    2013-01-01

    Full Text Available El trabajo colaborativo es cada vez más importante debido al creciente tamaño y complejidad de los problemas. Para realizar trabajo colaborativo existen en el mercado diversas herramientas que potencian la compartición de información, la colaboración en las actividades de los compañeros de equipo y el seguimiento del progreso durante el desarrollo y el cierre del trabajo colaborativo. Una etapa previa al proceso colaborativo consiste en elegir los miembros del equipo que cooperarán con el objetivo de alcanzar las metas establecidas. Trabajos previos presentaron MATEO (acrónimo de Making Adapted TEams Oriented to collaboration, sistema genérico cuyo principal objetivo consiste en adaptar la conformación de equipos de trabajo, teniendo en cuenta características de los candidatos, del contexto (tanto individual como del trabajo colaborativo y otros criterios. El presente trabajo complementa el trabajo anterior, detallando el diseño de MATEO y su validación a través de un caso de estudio en el que se integra a una plataforma de trabajo colaborativo llamada AYLLU.

  9. 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…

  10. 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.

  11. 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…

  12. 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.

  13. Partially Flipped Linear Algebra: A Team-Based Approach

    Science.gov (United States)

    Carney, Debra; Ormes, Nicholas; Swanson, Rebecca

    2015-01-01

    In this article we describe a partially flipped Introductory Linear Algebra course developed by three faculty members at two different universities. We give motivation for our partially flipped design and describe our implementation in detail. Two main features of our course design are team-developed preview videos and related in-class activities.…

  14. 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

  15. 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

  16. 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.

  17. 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...

  18. Cycle Training Using Implanted Neural Prostheses: Team Cleveland.

    Science.gov (United States)

    McDaniel, John; Lombardo, Lisa M; Foglyano, Kevin M; Marasco, Paul D; J Triolo, Ronald

    2017-12-05

    Recently our laboratory team focused on training five individuals with complete spinal cord injuries for an overground FES bike race in the 2016 Cybathlon held in Zurich Switzerland. A unique advantage team Cleveland had over other teams was the use of implanted pulse generators that provide more selective activation of muscles compared to standard surface stimulation. The advancements in muscle strength and endurance and ultimately cycling power our pilots made during this training period helped propel our competing pilot to win gold at the Cybathlon and allowed our pilots to ride their bikes outside within their communities. Such positive outcomes has encouraged us to further explore more widespread use of FES overground cycling as a rehabilitative tool for those with spinal cord injuries. This review will describes our approach to this race including information on the pilots, stimulation strategy, bike details and training program.

  19. Cycle Training Using Implanted Neural Prostheses: Team Cleveland

    Directory of Open Access Journals (Sweden)

    John McDaniel

    2017-12-01

    Full Text Available Recently our laboratory team focused on training five individuals with complete spinal cord injuries for an overground FES bike race in the 2016 Cybathlon held in Zurich Switzerland. A unique advantage team Cleveland had over other teams was the use of implanted pulse generators that provide more selective activation of muscles compared to standard surface stimulation. The advancements in muscle strength and endurance and ultimately cycling power our pilots made during this training period helped propel our competing pilot to win gold at the Cybathlon and allowed our pilots to ride their bikes outside within their communities. Such positive outcomes has encouraged us to further explore more widespread use of FES overground cycling as a rehabilitative tool for those with spinal cord injuries. This review will describes our approach to this race including information on the pilots, stimulation strategy, bike details and training program.

  20. 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…

  1. Mobile Robotic Teams Applied to Precision Agriculture

    Energy Technology Data Exchange (ETDEWEB)

    Anderson, Matthew Oley; Kinoshita, Robert Arthur; Mckay, Mark D; Willis, Walter David; Gunderson, R.W.; Flann, N.S.

    1999-04-01

    The Idaho National Engineering and Environmental Laboratory (INEEL) and Utah State University’s Center for Self-Organizing and Intelligent Systems (CSOIS) have developed a team of autonomous robotic vehicles applicable to precision agriculture. A unique technique has been developed to plan, coordinate, and optimize missions in large structured environments for these autonomous vehicles in realtime. Two generic tasks are supported: 1) Driving to a precise location, and 2) Sweeping an area while activating on-board equipment. Sensor data and task achievement data is shared among the vehicles enabling them to cooperatively adapt to changing environmental, vehicle, and task conditions. This paper discusses the development of the autonomous robotic team, details of the mission-planning algorithm, and successful field demonstrations at the INEEL.

  2. Mobile Robotic Teams Applied to Precision Agriculture

    Energy Technology Data Exchange (ETDEWEB)

    M.D. McKay; M.O. Anderson; N.S. Flann (Utah State University); R.A. Kinoshita; R.W. Gunderson; W.D. Willis (INEEL)

    1999-04-01

    The Idaho National Engineering and Environmental Laboratory (INEEL) and Utah State University�s Center for Self-Organizing and Intelligent Systems (CSOIS) have developed a team of autonomous robotic vehicles applicable to precision agriculture. A unique technique has been developed to plan, coordinate, and optimize missions in large structured environments for these autonomous vehicles in real-time. Two generic tasks are supported: 1) Driving to a precise location, and 2) Sweeping an area while activating on-board equipment. Sensor data and task achievement data is shared among the vehicles enabling them to cooperatively adapt to changing environmental, vehicle, and task conditions. This paper discusses the development of the autonomous robotic team, details of the mission-planning algorithm, and successful field demonstrations at the INEEL.

  3. Contributions of team climate in the study of interprofessional collaboration: A conceptual analysis.

    Science.gov (United States)

    Agreli, Heloise F; Peduzzi, Marina; Bailey, Christopher

    2017-11-01

    The concept of team climate is widely used to understand and evaluate working environments. It shares some important features with Interprofessional Collaboration (IPC). The four-factor theory of climate for work group innovation, which underpins team climate, could provide a better basis for understanding both teamwork and IPC. This article examines in detail the common ground between team climate and IPC, and assesses the relevance of team climate as a theoretical approach to understanding IPC. There are important potential areas of overlap between team climate and IPC that we have grouped under four headings: (1) interaction and communication between team members; (2) common objectives around which collective work is organised; (3) responsibility for performing work to a high standard; and (4) promoting innovation in working practices. These overlapping areas suggest common characteristics that could provide elements of a framework for considering the contribution of team climate to collaborative working, both from a conceptual perspective and, potentially, in operational terms as, for example, a diagnostic tool.

  4. 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…

  5. 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.

  6. 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…

  7. 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...

  8. 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…

  9. 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.

  10. 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.

  11. 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…

  12. 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.

  13. 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.

  14. 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…

  15. 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.

  16. 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…

  17. [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.

  18. 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.

  19. Team contracts at the Gorlovskuglestroi organization

    Energy Technology Data Exchange (ETDEWEB)

    Vasil' ev, A.Z.

    1984-08-01

    Details are given of successes achieved in mine drivage under the team contract system at Artemugol' mines. Of 43 drivage teams, 15 are working with this system. In 1983 plan figures were generally exceeded. In one mine, the new system led to an increase from 48 to 73 m/month in average drivage rates. Production per man per shift rose from 1.04 to 1.5 m/sup 3/. These increases were partly due to use of a spiral cut for explosive fracturing, BU-1 drilling units and PPN-4 loaders. More efficient work organization led to the elimination of absenteeism and a decrease in consumption of materials and compressed air. Concrete forms were used 4-5 times instead of twice, and drill bits sharpened up to 5 times. Drawbacks to the system include cumbersome accounting procedures and the need for frequent amendments to contracts.

  20. 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.

  1. 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...

  2. 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...

  3. SU-F-P-01: Changing Your Oncology Information System: A Detailed Process and Lessons Learned

    Energy Technology Data Exchange (ETDEWEB)

    Abing, C [Gundersen Lutheran Medical Center, La Crosse, WI (United States)

    2016-06-15

    Purpose: Radiation Oncology departments are faced with many options for pairing their treatment machines with record and verify systems. Recently, there is a push to have a single-vendor-solution. In order to achieve this, the department must go through an intense and rigorous transition process. Our department has recently completed this process and now offer a detailed description of the process along with lessons learned. Methods: Our cancer center transitioned from a multi-vendor department to a single-vendor department over the 2015 calendar year. Our staff was partitioned off into superuser groups, an interface team, migration team, and go-live team. Six months after successful implementation, a detailed survey was sent to the radiation oncology department to determine areas for improvement as well as successes in the process. Results: The transition between record and verify systems was considered a complete success. The results of the survey did point out some areas for improving inefficiencies with our staff; both interactions between each other and the vendors. Conclusion: Though this process was intricate and lengthy, it can be made easier with careful planning and detailed designation of project responsibilities. Our survey results and retrospective analysis of the transition are valuable to those wishing to make this change.

  4. Exploring dialectical behaviour therapy clinicians' experiences of team consultation meetings.

    Science.gov (United States)

    Walsh, Cian; Ryan, Patrick; Flynn, Daniel

    2018-01-01

    This article presents a detailed idiographic analysis of Dialectical Behaviour Therapy (DBT) clinicians' experiences of team consultation meetings. DBT is an evidence-based psychological intervention with a demonstrated efficacy in the treatment of borderline personality disorder (BPD). Team consultation meetings encompass one of the primary components involved in this treatment model; where DBT clinicians regularly meet to discuss client work and enhance further learning. The present study's aim was to assess what are DBT clinicians' experiences of the consultation meeting component and whether it is useful or not. Semi-structured interviews were completed with 11 DBT clinicians (nine females, two males) from three different consultation teams. The research project utilised an interpretative phenomenological analysis (IPA) framework. Audio-recorded interview data was analysed using this framework. Four superordinate themes emerged from the interview data, which included ten subordinate themes. The superordinate themes focused on: (1) the acquisition of DBT technical knowledge and other MDT related expertise (2) participants' emotional experiences of DBT and consultation meetings, and how this can evolve over time (3) the underlying processes that occur in the consultation team including the development of a team bond and the impact of membership changes and (4) the largely consistent and reliable nature of consultation meetings and how they help maintain clinician motivation. Team consultation meetings were found to be supportive; playing an important role in maintaining clinician motivation through the availability of team support, opportunities to reflect and learn, and assistance in regulating emotions. Challenges arose in relation to team membership changes and acclimatisation to the type of feedback utilised in team consultation. The study's implications for practise are considered.

  5. 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…

  6. 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.

  7. 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...

  8. Strength and Conditioning Training by the Danish National Handball Team Before an Olympic Tournament.

    Science.gov (United States)

    Kvorning, Thue; Hansen, Mikkel R B; Jensen, Kurt

    2017-07-01

    Kvorning, T, Hansen, MRB, and Jensen, K. Strength and conditioning training by the Danish national handball team before an Olympic tournament. J Strength Cond Res 31(7): 1759-1765, 2017-The physical demands imposed on national team handball teams during the Olympics imply significant physical preparation to improve performance and reduce incidence of injuries. The purpose of this case report was to describe and analyze the strength and conditioning (S&C) training performed by the Danish national handball team before the Beijing Olympic Games. Eight weeks of S&C was divided into 5 weeks emphasizing muscle hypertrophy and long-interval running followed by 3 weeks emphasizing strength, power, and short-interval running. Body mass increased by 1.6% (p 0.05). Agility performance was evaluated by a T-test and improved by 2.5% (p handball teams preparing for competition. Detailed and periodized S&C training programs for 8 weeks are provided and can be used by teams ranging from moderately to highly trained.

  9. 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.

  10. 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

  11. 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...

  12. Final Report of the NASA Technology Readiness Assessment (TRA) Study Team

    Science.gov (United States)

    Hirshorn, Steven; Jefferies, Sharon

    2016-01-01

    The material in this report covers the results on the NASA-wide TRA team, who are responsible for ascertaining the full extent of issues and ambiguities pertaining to TRATRL and to provide recommendations for mitigation. The team worked for approximately 6 months to become knowledgeable on the current TRATRL process and guidance and to derive recommendations for improvement.The team reviewed the TRA processes of other government agencies (OGA), including international agencies, and found that while the high-level processes are similar, the NASA process has a greater level of detail. Finally, NASA’s HQ OCT continues to monitor the GAO’s efforts to produce a TRA Best Practices Guide, a draft of which was received in February 2016. This Guide could impact the recommendations of this report.

  13. 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.

  14. 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.

  15. 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

  16. 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.

  17. 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...

  18. 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).

  19. 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.

  20. 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

  1. 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...

  2. 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)

  3. 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…

  4. 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.

  5. 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.

  6. 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...

  7. 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.

  8. 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).

  9. 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

  10. 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...

  11. From Cognitive Task Analysis to Simulation: Developing a Synthetic Team Task for AWACS Weapons Directors

    National Research Council Canada - National Science Library

    Hess, Stephen M; MacMillan, Jean; Serfaty, Daniel; Elliott, Linda

    2005-01-01

    To effectively study team variables as they impact performance in a particular domain, it is possible to develop medium fidelity simulations that abstract some details of the performance environment...

  12. 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).

  13. 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…

  14. Using Agile Project Management to Enhance the Performance of Instructional Design Teams

    Science.gov (United States)

    Sweeney, David S.; Cifuentes, Lauren

    2010-01-01

    Instructional design models describe in detail methodologies for designing effective instruction. Several widely adopted models include suggestions for managing instructional design projects. However, these suggestions focus on how to manage the instructional design steps rather than the instructional design and development team process. The…

  15. 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

  16. 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

  17. 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.

  18. 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:

  19. 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...

  20. Exploring Social Structures in Extended Team Model

    DEFF Research Database (Denmark)

    Zahedi, Mansooreh; Ali Babar, Muhammad

    2013-01-01

    Extended Team Model (ETM) as a type of offshore outsourcing is increasingly becoming popular mode of Global Software Development (GSD). There is little knowledge about the social structures in ETM and their impact on collaboration. Within a large interdisciplinary project to develop the next...... generation of GSD technologies, we are exploring the role of social structures to support collaboration. This paper reports some details of our research design and initial findings about the mechanisms to support social structures and their impact on collaboration in an ETM....

  1. Professional Scrum with Team Foundation Server 2010

    CERN Document Server

    Resnick, Steve; de la Maza, Michael

    2011-01-01

    Professional guidance on using Microsoft’s Visual Studio toolset for agile project management Focusing on both process and results, this professional guide offers a practical approach to running agile software projects using Visual Studio’s project management templates and tools. You’ll first get a thorough overview of the interaction between traditional, scrum-based agile development techniques and the Microsoft Soutions Framework, before drilling down into the detail. The book covers tools, best practices, key templates, key data, team and process models, necessary tracking

  2. Assessment and Management of Psychosocial Needs: Social Work Utilization in Comprehensive Cleft Team Care.

    Science.gov (United States)

    Kaye, Alison; Lybrand, Sandra; Chew, William L

    2018-01-01

    To determine family-reported psychosocial stressors and social worker assessments and interventions within a comprehensive cleft team. Single-institution prospective provider-completed survey. Four hundred one families seen by cleft team social worker over a 7-month period. Most families (n = 331; 83%) participated in the team social work assessment. At least 1 active psychosocial stressor was reported by 238 (72%) families, with 63 (19%) families reported 3 or more stressors. There were 34 types of stressors reported. Most common were financial strain, young age of patient, new cleft diagnosis, and distance from clinic (57% of families live over an hour away). Family structure and home environment were assessed in detail for 288 (87%) families. Detailed assessments for access to care and behavioral/developmental issues also figured prominently. Social work interventions were provided in 264 (80%) of the visits, of which 91 were for families of new patients with over half who had infants less than 3 months old. Of the 643 interventions provided, the most frequent were parent mental health screens and counseling, early intervention referrals, transportation assistance, securing local hotel discounts, orthodontic referrals, and orthodontic cost coverage. Approximately 10% of encounters required follow-up contact related to the psychosocial concerns identified in clinic. The inclusion of a cleft team social worker is a critical component of comprehensive cleft team care as evidenced by the large proportion of families who required assistance. Ongoing social work assessments are recommended for each patient to help address the variety of psychosocial stressors families face.

  3. 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...

  4. 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.

  5. 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'…

  6. 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…

  7. Top management team heterogeneity and firm performance: An empirical research on Chinese listed companies

    Institute of Scientific and Technical Information of China (English)

    ZHANG Ping

    2007-01-01

    An empirical study of the 2001-2002 data from 356 Chinese companies listed in the Shanghai and Shenzhen stock exchanges indicates that within the social context of China the characteristics of a firm's top management team have a different impact on firm performance from those of foreign countries. Also, the tenure heterogeneity and functional experience heterogeneity of the top management team are inversely related to firm performance. This paper analyzes and discusses the findings in detail and points out areas for future research.

  8. 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...

  9. 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.

  10. A Transcription and Translation Protocol for Sensitive Cross-Cultural Team Research.

    Science.gov (United States)

    Clark, Lauren; Birkhead, Ana Sanchez; Fernandez, Cecilia; Egger, Marlene J

    2017-10-01

    Assurance of transcript accuracy and quality in interview-based qualitative research is foundational for data accuracy and study validity. Based on our experience in a cross-cultural ethnographic study of women's pelvic organ prolapse, we provide practical guidance to set up step-by-step interview transcription and translation protocols for team-based research on sensitive topics. Beginning with team decisions about level of detail in transcription, completeness, and accuracy, we operationalize the process of securing vendors to deliver the required quality of transcription and translation. We also share rubrics for assessing transcript quality and the team protocol for managing transcripts (assuring consistency of format, insertion of metadata, anonymization, and file labeling conventions) and procuring an acceptable initial translation of Spanish-language interviews. Accurate, complete, and systematically constructed transcripts in both source and target languages respond to the call for more transparency and reproducibility of scientific methods.

  11. 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).

  12. [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.

  13. 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.

  14. 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.

  15. 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.

  16. 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.

  17. 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)

  18. How stressors are dynamically appraised within a team during a game: An exploratory study in basketball.

    Science.gov (United States)

    Doron, J; Bourbousson, J

    2017-12-01

    Little is known about how team sport athletes individually and collectively experience sources of stress during competitive sport encounters. This study aimed to examine the nature of the stressors team sport athletes appraised during games at individual and team levels, as well as their degree of synchronization during an unfolding game. Through individual self-confrontation interviews, the activities of nine basketball players of the same team were examined in detail. The results revealed that 12 categories of stressors were reported, and categorized into two larger units reflecting stressors perceived as affecting (a) "the team functioning as a whole" and (b) "a player's own functioning". Thus, the nature and degree of similarity of the game-specific stressors experienced by basketball players within a single team were identified during a game. In addition, the findings showed six different patterns of synchronizations of team members' stressors, as well as their changes over the course of the game. They provided support for the synchronized appraisal and experience of stressors within a team during a game. By adopting an interpersonal perspective and examining the temporal interplay in team members' activities, this study shed light on stress within teams. © 2016 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.

  19. PATHS TO EXPERTISE IN PORTUGUESE NATIONAL TEAM ATHLETES

    Directory of Open Access Journals (Sweden)

    Jaime Sampaio

    2009-12-01

    Full Text Available The purpose of this study was to identify the quantity and type of sporting activities undertaken by expert team sport athletes in the earlier stages of the long- term athlete development. Experts in roller-hockey (n = 19, volleyball (n = 14, soccer (n = 42 and basketball (n = 37 provided detailed information about the sporting activities they undertook throughout their careers. Results showed considerable variation between and within sports; however, generally, athletes began participating in sports between 6 and 10 years of age. The pattern of participation in specific and non-specific (team, individual and combat sports for each stage of involvement demonstrated an increase in the number of activities participated in until early adolescence. Our results suggest that involvement in multiple sports during early stages of development is an alternative to early specialization and add further evidence of the complexity of skill acquisition in sport

  20. 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

  1. 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

  2. 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.

  3. 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

  4. 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).

  5. 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.

  6. 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...

  7. 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.

  8. What benefits does team sport hold for the workplace? A systematic review.

    Science.gov (United States)

    Brinkley, Andrew; McDermott, Hilary; Munir, Fehmidah

    2017-01-01

    Physical inactivity is proven to be a risk factor for non-communicable diseases and all-cost mortality. Public health policy recommends community settings worldwide such as the workplace to promote physical activity. Despite the growing prevalence of workplace team sports, studies have not synthesised their benefits within the workplace. A systematic review was carried out to identify articles related to workplace team sports, including intervention, observational and qualitative studies. Eighteen studies met the inclusion criteria. The findings suggest team sport holds benefits not only for individual health but also for group cohesion and performance and organisational benefits such as the increased work performance. However, it is unclear how sport is most associated with these benefits as most of the studies included poorly described samples and unclear sports activities. Our review highlights the need to explore and empirically understand the benefits of workplace team sport for individual, group and organisational health outcomes. Researches carried out in this field must provide details regarding their respective samples, the sports profile and utilise objective measures (e.g., sickness absence register data, accelerometer data).

  9. The link between aggression and hazing in the military team

    Directory of Open Access Journals (Sweden)

    Berchatova J.V.

    2017-01-01

    Full Text Available the paper deals with the problem of aggressive behavior in the military team and studies its relationship with the hazing development. A detailed definition of the concept of “aggression” is given in this article. The author shows an empirical study of the problem of occurrence of hazing in the military collective and the results of the study data, using Psychometric Expert program.

  10. 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.

  11. 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.

  12. 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.

  13. 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...

  14. 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.

  15. Evaluation of aviation-based safety team training in a hospital in The Netherlands

    NARCIS (Netherlands)

    de Korne, Dirk F.; van Wijngaarden, Jeroen D. H.; van Dyck, Cathy; Hiddema, U. Francis; Klazinga, Niek S.

    2014-01-01

    Purpose - The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the program's content and procedures. Aviation-based TRM training is recognized as a useful approach to increase patient

  16. 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.

  17. Team Sports

    Science.gov (United States)

    ... Games. USA Hockey offers additional information and resources. Softball It's not easy to field full teams of ... an annual tournament sponsored by the National Wheelchair Softball Association , where thirty or so teams show up ...

  18. 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

  19. 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

  20. 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 ...

  1. 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.

  2. 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...

  3. 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.

  4. 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…

  5. 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.

  6. 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.

  7. 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.

  8. Evaluation of aviation-based safety team training in a hospital in The Netherlands

    NARCIS (Netherlands)

    de Korne, D.F.; van Wijngaarden, J.D.H.; van Dyck, C.; Hiddema, F.; Klazinga, N.S.

    2014-01-01

    Purpose – The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the program’s content and procedures. Aviation-based TRM training is recognized as a useful approach to increase patient

  9. Evaluation of aviation-based safety team training in a hospital in The Netherlands

    NARCIS (Netherlands)

    D.F. de Korne (Dirk); J.D.H. van Wijngaarden (Jeroen); C. van Dyck (Cathy); U.F. Hiddema (Frans); N.S. Klazinga (Niek)

    2014-01-01

    textabstractPurpose – The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the program’s content and procedures. Aviation-based TRM training is recognized as a useful approach to

  10. 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.

  11. 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

  12. 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.

  13. 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...

  14. 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

  15. 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.

  16. 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

  17. Is Team Sport the Key to Getting Everybody Active, Every Day? A Systematic Review of Physical Activity Interventions Aimed at Increasing Girls' Participation in Team Sport.

    Science.gov (United States)

    Allison, Rosalie; Bird, Emma L; McClean, Stuart

    2017-01-01

    It is estimated that 21% of boys and 16% of girls in England meet recommended physical activity guidelines. Team sport has the potential to increase physical activity levels; however, studies show that gender-based factors can influence girls' participation in team sport. Furthermore, evidence for the effectiveness of interventions promoting team sport among girls is limited. This systematic review aimed to assess the impact of physical activity interventions on secondary school-aged girls' (aged 11-18 years) participation in team sport and to identify potential strategies for increasing participation. Electronic databases and grey literature were systematically searched for studies of interventions targeting team sport participation among girls in the UK. Results were exported to Refworks, duplicates removed and eligible studies identified. Extracted data included: participant details, such as sample size and age; components of the intervention; outcomes assessed; and each study was quality appraised. Due to heterogeneity across studies, results were presented narratively. Four studies sourced from the grey literature met the inclusion criteria. Findings suggest that physical activity interventions can encourage girls to try new sports, but evidence is limited in relation to sustained participation. Potential strategies for promoting participation included: consultation with girls, implementation of appropriate peer-leaders and friendship group strategies, early intervention and consideration of intervention setting. This review highlights the limited availability of evidence on the effectiveness of physical activity interventions for promoting team sport participation among girls in the UK. Findings indicate that future research is needed to improve the methodological quality of complex intervention evaluation. Physical activity interventions may have the potential to encourage girls to try team sport, but their impact on sustained participation, and subsequent

  18. 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....

  19. 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

  20. 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.

  1. 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...

  2. 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...

  3. 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.

  4. 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.

  5. 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.

  6. Pathfinding in graph-theoretic sabotage models. I. Simultaneous attack by several teams

    International Nuclear Information System (INIS)

    Hulme, B.L.

    1976-07-01

    Graph models are developed for fixed-site safeguards systems. The problem of finding optimal routes for several sabotage teams is cast as a problem of finding shortest paths in a graph. The motivation, rationale, and interpretation of the mathematical models are discussed in detail, and an algorithm for efficiently solving the associated path problem is described

  7. 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

  8. 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

  9. 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...

  10. 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…

  11. Increased injury rates after the restructure of Germany's national second league of team handball.

    Science.gov (United States)

    Luig, Patrick; Krutsch, Werner; Nerlich, Michael; Henke, Thomas; Klein, Christian; Bloch, Hendrik; Platen, Petra; Achenbach, Leonard

    2018-02-05

    Scientific injury data in men's professional team handball injuries are rare and even less scientific information exists on injury prevention. In 2011, Germany's national second team handball league was restructured by merging the existing two regional leagues into one league. This study evaluates the injury patterns in professional team handball and compares the injury rates between the first and second league before and after the restructure. All players of Germany's national first and second men's team handball leagues have mandatory trauma insurance with the same insurance company. This retrospective cohort study analysed the injury data of three consecutive seasons 2010-2013 using standardized injury definitions. 1194 professional team handball players were included in this study. The majority of severe injuries affected the lower extremities, shoulders, and hands. The average injury incidence significantly differed between the first (4.9 injuries per 1000 h) and the second league (3.9 per 1000 h, p handball league and presents details on prevalence, incidence, and patterns of injury in professional men's team handball. This study is an important basis for developing injury prevention strategies that should focus on the shoulders, hands, and lower extremities and on reducing the number of matches and travel burden. III.

  12. Teaching nurses teamwork: Integrative review of competency-based team training in nursing education.

    Science.gov (United States)

    Barton, Glenn; Bruce, Anne; Schreiber, Rita

    2017-12-20

    Widespread demands for high reliability healthcare teamwork have given rise to many educational initiatives aimed at building team competence. Most effort has focused on interprofessional team training however; Registered Nursing teams comprise the largest human resource delivering direct patient care in hospitals. Nurses also influence many other health team outcomes, yet little is known about the team training curricula they receive, and furthermore what specific factors help translate teamwork competency to nursing practice. The aim of this review is to critically analyse empirical published work reporting on teamwork education interventions in nursing, and identify key educational considerations enabling teamwork competency in this group. CINAHL, Web of Science, Academic Search Complete, and ERIC databases were searched and detailed inclusion-exclusion criteria applied. Studies (n = 19) were selected and evaluated using established qualitative-quantitative appraisal tools and a systematic constant comparative approach. Nursing teamwork knowledge is rooted in High Reliability Teams theory and Crew or Crisis Resource Management sources. Constructivist pedagogy is used to teach, practice, and refine teamwork competency. Nursing teamwork assessment is complex; involving integrated yet individualized determinations of knowledge, skills, and attitudes. Future initiatives need consider frontline leadership, supportive followership and skilled communication emphasis. Collective stakeholder support is required to translate teamwork competency into nursing practice. Copyright © 2017 Elsevier Ltd. All rights reserved.

  13. 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,

  14. 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

  15. 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...

  16. 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)

  17. Interprofessional patient-centred practice in oncology teams: utopia or reality?

    Science.gov (United States)

    Bilodeau, Karine; Dubois, Sylvie; Pepin, Jacinthe

    2015-03-01

    Studies on interprofessional practice usually report professionals' viewpoints and document organizational, procedural and relational factors influencing that practice. Considering the importance of interprofessional patient-centred (IPPC) practice, it seems necessary to describe it in detail in an actual context of care, from the perspective of patients, their families and health-care professionals. The goal of this study was to describe IPPC practice throughout the continuum of cancer care. A qualitative multiple case study was completed with two interprofessional teams from a Canadian teaching hospital. Interviews were conducted with patients, their families and professionals, and observation was carried out. Three themes were illustrated by current team practice: welcoming the person as a unique individual, but still requiring the patient to comply; the paradoxical coexistence of patient-centred discourse and professional-centred practice; and triggering team collaboration with the culmination of the patient's situation. Several influential factors were described, including the way the team works; the physical environment; professionals' and patients'/family members' stance on the collaboration; professionals' stance on patients and their families; and patients' stance on professionals. Finally, themes describing the desired IPPC practice reflect the wish of most participants to be more involved. They were: providing support in line with the patient's experience and involvement; respecting patients by not imposing professionals' values and goals; and consistency and regularity in the collaboration of all members.

  18. The influence of incident management teams on the deployment of wildfire suppression resources

    Science.gov (United States)

    Michael Hand; Hari Katuwal; David E. Calkin; Matthew P. Thompson

    2017-01-01

    Despite large commitments of personnel and equipment to wildfire suppression, relatively little is known about the factors that affect how many resources are ordered and assigned to wildfire incidents and the variation in resources across incident management teams (IMTs). Using detailed data on suppression resource assignments for IMTs managing the highest complexity...

  19. 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

  20. 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.

  1. 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/

  2. 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....

  3. 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.

  4. 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).

  5. 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...

  6. 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

  7. Team of experts concludes review of safety issues at Temelin

    International Nuclear Information System (INIS)

    2001-01-01

    Full text: At the request of the Czech Government, the International Atomic Energy Agency (IAEA) assembled a team of national experts from Bulgaria, France, Germany, Spain, and the United Kingdom, with an observer from Austria, to review safety issues at the Temelin power plant that were identified in 1996 as relevant to reactors of the generic Temelin design (WWER-1000/320 type). Following a detailed on-site review from 18 to 23 November 2001, the experts concluded that most identified issues had been addressed and resolved. Work is continuing on the few remaining issues. These issues, however, are not judged by them to be significant and would not from the experts' standpoint preclude the safe operation of the Temelin nuclear power plant. The final report of the team of experts will be available to the Czech Government in one month's time. (author)

  8. 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 ...

  9. 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

  10. Hierarchical Motion Control for a Team of Humanoid Soccer Robots

    Directory of Open Access Journals (Sweden)

    Seung-Joon Yi

    2016-02-01

    Full Text Available Robot soccer has become an effective benchmarking problem for robotics research as it requires many aspects of robotics including perception, self localization, motion planning and distributed coordination to work in uncertain and adversarial environments. Especially with humanoid robots that lack inherent stability, a capable and robust motion controller is crucial for generating walking and kicking motions without losing balance. In this paper, we describe the details of a motion controller to control a team of humanoid soccer robots, which consists of a hierarchy of controllers with different time frames and abstraction levels. A low level controller governs the real time control of each joint angle, either using target joint angles or target endpoint transforms. A mid-level controller handles bipedal locomotion and balancing of the robot. A high level controller decides the long term behavior of the robot, and finally the team level controller coordinates the behavior of a group of robots by means of asynchronous communication between the robots. The suggested motion system has been successfully used by many humanoid robot teams at the RoboCup international robot soccer competitions, which has awarded us five successful championships in a row.

  11. IAEA team to report on Kashiwazaki Kariwa Nuclear Power Plant examination

    International Nuclear Information System (INIS)

    2007-01-01

    Full text: The Kashiwazaki Kariwa Nuclear Power Plant in Japan, affected by a strong earthquake on 16 July, shut down safely and damage appears less than expected, a fact finding mission of international nuclear safety experts has concluded. The six member expert team of the International Atomic Energy Agency was dispatched upon the request of the Japanese authorities. The mission report will be issued within a few days. The Director General of the IAEA, Mohamed ElBaradei, said today that he welcomed the cooperation and transparency the team had received from the Japanese authorities. The mission's findings and the Japanese analyses of the event include important lessons learned - both positive and negative - that will be relevant to other nuclear plants worldwide, he said. The team conducted a three day physical examination covering the complex of seven units, as well as analysis of instrument logs and other records from the time of the event. It has concluded that plant safety features performed as required during the earthquake. The team's review of plant operator records and analyses support the Japanese authorities' conclusion that the very small amount of radioactivity released was well below the authorized limits for public health and environmental safety. Damage from the earthquake appears to be limited to those sections of the plant that would not affect the reactor or systems related to reactor safety. Detailed checks and inspections by the operator and Japanese authorities are ongoing. According to the IAEA team, significant work, such as detailed examination of the reactor vessels, cores and fuel elements, has still to be performed. Physical stresses resulting from the earthquake could affect the long term safe operation of some plant components, the team said. Additional engineering analysis of such components would be an important consideration for future examination, to determine whether they should be replaced earlier than otherwise anticipated. The

  12. 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

  13. 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

  14. 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.

  15. 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

  16. 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…

  17. 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...

  18. 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.

  19. 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...

  20. 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).

  1. 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

  2. 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

  3. 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.

  4. Mapping planetary caves with an autonomous, heterogeneous robot team

    Science.gov (United States)

    Husain, Ammar; Jones, Heather; Kannan, Balajee; Wong, Uland; Pimentel, Tiago; Tang, Sarah; Daftry, Shreyansh; Huber, Steven; Whittaker, William L.

    Caves on other planetary bodies offer sheltered habitat for future human explorers and numerous clues to a planet's past for scientists. While recent orbital imagery provides exciting new details about cave entrances on the Moon and Mars, the interiors of these caves are still unknown and not observable from orbit. Multi-robot teams offer unique solutions for exploration and modeling subsurface voids during precursor missions. Robot teams that are diverse in terms of size, mobility, sensing, and capability can provide great advantages, but this diversity, coupled with inherently distinct low-level behavior architectures, makes coordination a challenge. This paper presents a framework that consists of an autonomous frontier and capability-based task generator, a distributed market-based strategy for coordinating and allocating tasks to the different team members, and a communication paradigm for seamless interaction between the different robots in the system. Robots have different sensors, (in the representative robot team used for testing: 2D mapping sensors, 3D modeling sensors, or no exteroceptive sensors), and varying levels of mobility. Tasks are generated to explore, model, and take science samples. Based on an individual robot's capability and associated cost for executing a generated task, a robot is autonomously selected for task execution. The robots create coarse online maps and store collected data for high resolution offline modeling. The coordination approach has been field tested at a mock cave site with highly-unstructured natural terrain, as well as an outdoor patio area. Initial results are promising for applicability of the proposed multi-robot framework to exploration and modeling of planetary caves.

  5. Report of the US Department of Energy's team analyses of the Chernobyl-4 Atomic Energy Station accident sequence

    International Nuclear Information System (INIS)

    1986-11-01

    In an effort to better understand the Chernobyl-4 accident of April 26, 1986, the US Department of Energy (DOE) formed a team of experts from the National Laboratories including Argonne National Laboratory, Brookhaven National Laboratory, Oak Ridge National Laboratory, and Pacific Northwest Laboratory. The DOE Team provided the analytical support to the US delegation for the August meeting of the International Atomic Energy Agency (IAEA), and to subsequent international meetings. The DOE Team has analyzed the accident in detail, assessed the plausibility and completeness of the information provided by the Soviets, and performed studies relevant to understanding the accident. The results of these studies are presented in this report

  6. 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...

  7. 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).

  8. 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

  9. 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.

  10. 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.

  11. 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

  12. 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.

  13. 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.

  14. 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'

  15. 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....

  16. 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

  17. 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.

  18. 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

  19. 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.

  20. 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.

  1. Mercury Orbiter: Report of the Science Working Team

    Science.gov (United States)

    Belcher, John W.; Slavin, James A.; Armstrong, Thomas P.; Farquhar, Robert W.; Akasofu, Syun I.; Baker, Daniel N.; Cattell, Cynthia A.; Cheng, Andrew F.; Chupp, Edward L.; Clark, Pamela E.

    1991-01-01

    The results are presented of the Mercury Orbiter Science Working Team which held three workshops in 1988 to 1989 under the auspices of the Space Physics and Planetary Exploration Divisions of NASA Headquarters. Spacecraft engineering and mission design studies at the Jet Propulsion Lab were conducted in parallel with this effort and are detailed elsewhere. The findings of the engineering study, summarized herein, indicate that spin stabilized spacecraft carrying comprehensive particles and fields experiments and key planetology instruments in high elliptical orbits can survive and function in Mercury orbit without costly sun shields and active cooling systems.

  2. 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,

  3. 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.

  4. 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

  5. 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.

  6. 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

  7. 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

  8. 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

  9. A team approach to improving colorectal cancer services using administrative health data

    Directory of Open Access Journals (Sweden)

    Porter Geoffrey

    2012-01-01

    Full Text Available Abstract Background Colorectal cancer (CRC is the third most commonly diagnosed cancer in Canada and accounts for 11.9% of all cancer-related mortality. Fortunately, previous studies have provided evidence of improved outcomes from access to timely and appropriate health services along the disease trajectory in CRC. As a result, the CIHR/CCNS Team in Access to Colorectal Cancer Services in Nova Scotia (Team ACCESS was created to build colorectal cancer (CRC research capacity in Nova Scotia (NS and to study access to and quality of CRC services along the entire continuum of cancer care. Objectives The objectives of this paper are to: 1 provide a detailed description of the methodologies employed across the various studies being conducted by Team ACCESS; 2 demonstrate how administrative health data can be used to evaluate access and quality in CRC services; and 3 provide an example of an interdisciplinary team approach to addressing health service delivery issues. Methods All patients diagnosed with CRC in NS between 2001 and 2005 were identified through the Nova Scotia Cancer Registry (NSCR and staged using the Collaborative Stage Data Collection System. Using administrative databases that were linked at the patient level, Team ACCESS created a retrospective longitudinal cohort with comprehensive demographic, clinical, and healthcare utilization data. These data were used to examine access to and quality of CRC services in NS, as well as factors affecting access to and quality of care, at various transition points along the continuum of care. Team ACCESS has also implemented integrated knowledge translation strategies targeting policy- and decision- makers. Discussion The development of Team ACCESS represents a unique approach to CRC research. We anticipate that the skills, tools, and knowledge generated from our work will also advance the study of other cancer disease sites in NS. Given the increasing prevalence of cancer, and with national and

  10. A team approach to improving colorectal cancer services using administrative health data.

    Science.gov (United States)

    Porter, Geoffrey; Urquhart, Robin; Bu, Jingyu; Kendell, Cynthia; Macintyre, Maureen; Dewar, Ron; Kephart, George; Asada, Yukiko; Grunfeld, Eva

    2012-01-31

    Colorectal cancer (CRC) is the third most commonly diagnosed cancer in Canada and accounts for 11.9% of all cancer-related mortality. Fortunately, previous studies have provided evidence of improved outcomes from access to timely and appropriate health services along the disease trajectory in CRC. As a result, the CIHR/CCNS Team in Access to Colorectal Cancer Services in Nova Scotia (Team ACCESS) was created to build colorectal cancer (CRC) research capacity in Nova Scotia (NS) and to study access to and quality of CRC services along the entire continuum of cancer care. The objectives of this paper are to: 1) provide a detailed description of the methodologies employed across the various studies being conducted by Team ACCESS; 2) demonstrate how administrative health data can be used to evaluate access and quality in CRC services; and 3) provide an example of an interdisciplinary team approach to addressing health service delivery issues. All patients diagnosed with CRC in NS between 2001 and 2005 were identified through the Nova Scotia Cancer Registry (NSCR) and staged using the Collaborative Stage Data Collection System. Using administrative databases that were linked at the patient level, Team ACCESS created a retrospective longitudinal cohort with comprehensive demographic, clinical, and healthcare utilization data. These data were used to examine access to and quality of CRC services in NS, as well as factors affecting access to and quality of care, at various transition points along the continuum of care. Team ACCESS has also implemented integrated knowledge translation strategies targeting policy- and decision- makers. The development of Team ACCESS represents a unique approach to CRC research. We anticipate that the skills, tools, and knowledge generated from our work will also advance the study of other cancer disease sites in NS. Given the increasing prevalence of cancer, and with national and provincial funding agencies promoting collaborative research

  11. 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

  12. 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…

  13. 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...

  14. 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...

  15. Understanding palliative care on the heart failure care team: an innovative research methodology.

    Science.gov (United States)

    Lingard, Lorelei A; McDougall, Allan; Schulz, Valerie; Shadd, Joshua; Marshall, Denise; Strachan, Patricia H; Tait, Glendon R; Arnold, J Malcolm; Kimel, Gil

    2013-05-01

    There is a growing call to integrate palliative care for patients with advanced heart failure (HF). However, the knowledge to inform integration efforts comes largely from interview and survey research with individual patients and providers. This work has been critically important in raising awareness of the need for integration, but it is insufficient to inform solutions that must be enacted not by isolated individuals but by complex care teams. Research methods are urgently required to support systematic exploration of the experiences of patients with HF, family caregivers, and health care providers as they interact as a care team. To design a research methodology that can support systematic exploration of the experiences of patients with HF, caregivers, and health care providers as they interact as a care team. This article describes in detail a methodology that we have piloted and are currently using in a multisite study of HF care teams. We describe three aspects of the methodology: the theoretical framework, an innovative sampling strategy, and an iterative system of data collection and analysis that incorporates four data sources and four analytical steps. We anticipate that this innovative methodology will support groundbreaking research in both HF care and other team settings in which palliative integration efforts are emerging for patients with advanced nonmalignant disease. Copyright © 2013 U.S. Cancer Pain Relief Committee. Published by Elsevier Inc. All rights reserved.

  16. 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...

  17. 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.

  18. 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.

  19. 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.

  20. 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…

  1. 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

  2. Aeronautics Autonomy Testbed Capability (AATC) Team Developed Concepts

    Science.gov (United States)

    Smith, Phillip J.

    2018-01-01

    concepts were created by a single person in a few minutes while others were refined by the entire team over several weeks. Thus, certain ideas are more detailed than others but those from the second round are not necessarily more comprehensive than the first round concepts. Primarily, as reported here in the Second Round section, the designs serve to encompass more of the high level end user research needs which were not necessarily known to the team during the prior workshop. In the figures provided throughout this report, illustrations are often provided to represent a concept. Nearly all of the images are informal sketches or renderings and this casualness should, hopefully, not be held to negate the potential insights available within the concepts.

  3. 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

  4. 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...

  5. 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…

  6. 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…

  7. 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…

  8. 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...

  9. 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.

  10. 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…

  11. 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)

  12. 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.

  13. 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.

  14. 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.

  15. 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.

  16. 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.

  17. 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.

  18. 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.

  19. 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

  20. 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

  1. 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

  2. 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

  3. 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.

  4. 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…

  5. 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.

  6. E-detailing: information technology applied to pharmaceutical detailing.

    Science.gov (United States)

    Montoya, Isaac D

    2008-11-01

    E-detailing can be best described as the use of information technology in the field of pharmaceutical detailing. It is becoming highly popular among pharmaceutical companies because it maximizes the time of the sales force, cuts down the cost of detailing and increases physician prescribing. Thus, the application of information technology is proving to be beneficial to both physicians and pharmaceutical companies. When e-detailing was introduced in 1996, it was limited to the US; however, numerous other countries soon adopted this novel approach to detailing and now it is popular in many developed nations. The objective of this paper is to demonstrate the rapid growth of e-detailing in the field of pharmaceutical marketing. A review of e-detailing literature was conducted in addition to personal conversations with physicians. E-detailing has the potential to reduce marketing costs, increase accessibility to physicians and offer many of the advantages of face-to-face detailing. E-detailing is gaining acceptance among physicians because they can access the information of a pharmaceutical product at their own time and convenience. However, the drug safety aspect of e-detailing has not been examined and e-detailing remains a supplement to traditional detailing and is not yet a replacement to it.

  7. 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.

  8. Software Engineering Team Project - lessons learned

    Directory of Open Access Journals (Sweden)

    Bogumiła Hnatkowska

    2013-06-01

    Full Text Available In the 2010/11 academic year the Institute of Informatics at Wroclaw University of Technology issued ’Software Engineering Team Project’ as a course being a part of the final exam to earn bachelor’s degree. The main assumption about the course was that it should simulate the real environment (a virtual IT company for its participants. The course was aimed to introduce issues regarding programming in the medium scale, project planning and management. It was a real challenge as the course was offered for more than 140 students. The number of staff members involved in its preparation and performance was more than 15. The paper presents the lessons learned from the first course edition as well as more detailed qualitative and quantitative course assessment.

  9. Quality system target on a detail design activity irradiator ISG 500

    International Nuclear Information System (INIS)

    Reinhard Pardede

    2010-01-01

    Currently, an engineering team of Nuclear Equipment Engineering Center PRPN has been beening technology innovation detail design of Irradiator ISG 500, then enter continuing to a construction phase. A schedule detail design still being not finish yet. The installation of Irradiator ISG 500 will be used to preservative the result of agricultural product in Indonesia. It is known as an export commodity and row material for food. However, its quality need some improvements in order to meet internal and foreign consumer standard. To enhance a quality system in detail design phase has already used ISO 9001: 2008 on clausul-7: Product Realization-design. It also needs a radioactive regulation Bapeten-Indonesian Nuclear Energy Surveillance Agency compliance with IAEA GS-R 3: 2006 as well. Scope of activity design is Instrumentation and Control system; Mechanical- Electrical; Radiation and Safety and Dosimetry; Civil Structured; Quality Assurance and Technoeconomic. Technology Innovating be applied to achieved economics through Costumer and Market Focused. Gamma irradiation of Irradiator ISG 500 can be used to improve hygienic quality in terms of technological as well as economical aspects. Technology innovation fit with the state of the arts right now. Assessment should be done base not only internal audit but also monitoring and surveillance as well. By application of a Quality System on detail design activity hopefully to enhance quality on detail design, construction, more over irradiator operation. (author)

  10. 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

  11. 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.

  12. 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.

  13. 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...

  14. 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...

  15. 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)

  16. Recent Experiences of the NASA Engineering and Safety Center (NESC) GN and C Technical Discipline Team (TDT)

    Science.gov (United States)

    Dennehy, Cornelius J.

    2010-01-01

    The NASA Engineering and Safety Center (NESC), initially formed in 2003, is an independently funded NASA Program whose dedicated team of technical experts provides objective engineering and safety assessments of critical, high risk projects. The GN&C Technical Discipline Team (TDT) is one of fifteen such discipline-focused teams within the NESC organization. The TDT membership is composed of GN&C specialists from across NASA and its partner organizations in other government agencies, industry, national laboratories, and universities. This paper will briefly define the vision, mission, and purpose of the NESC organization. The role of the GN&C TDT will then be described in detail along with an overview of how this team operates and engages in its objective engineering and safety assessments of critical NASA projects. This paper will then describe selected recent experiences, over the period 2007 to present, of the GN&C TDT in which they directly performed or supported a wide variety of NESC assessments and consultations.

  17. 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

  18. 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.

  19. 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

  20. 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

  1. 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.

  2. 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...

  3. 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.

  4. 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...

  5. 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.

  6. 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…

  7. 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.

  8. 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

  9. 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…

  10. Assessing the future of diffuse optical imaging technologies for breast cancer management

    International Nuclear Information System (INIS)

    Tromberg, Bruce J.; Pogue, Brian W.; Paulsen, Keith D.; Yodh, Arjun G.; Boas, David A.; Cerussi, Albert E.

    2008-01-01

    Diffuse optical imaging (DOI) is a noninvasive optical technique that employs near-infrared (NIR) light to quantitatively characterize the optical properties of thick tissues. Although NIR methods were first applied to breast transillumination (also called diaphanography) nearly 80 years ago, quantitative DOI methods employing time- or frequency-domain photon migration technologies have only recently been used for breast imaging (i.e., since the mid-1990s). In this review, the state of the art in DOI for breast cancer is outlined and a multi-institutional Network for Translational Research in Optical Imaging (NTROI) is described, which has been formed by the National Cancer Institute to advance diffuse optical spectroscopy and imaging (DOSI) for the purpose of improving breast cancer detection and clinical management. DOSI employs broadband technology both in near-infrared spectral and temporal signal domains in order to separate absorption from scattering and quantify uptake of multiple molecular probes based on absorption or fluorescence contrast. Additional dimensionality in the data is provided by integrating and co-registering the functional information of DOSI with x-ray mammography and magnetic resonance imaging (MRI), which provide structural information or vascular flow information, respectively. Factors affecting DOSI performance, such as intrinsic and extrinsic contrast mechanisms, quantitation of biochemical components, image formation/visualization, and multimodality co-registration are under investigation in the ongoing research NTROI sites. One of the goals is to develop standardized DOSI platforms that can be used as stand-alone devices or in conjunction with MRI, mammography, or ultrasound. This broad-based, multidisciplinary effort is expected to provide new insight regarding the origins of breast disease and practical approaches for addressing several key challenges in breast cancer, including: Detecting disease in mammographically dense tissue

  11. The Advantage of Playing Home in NBA: Microscopic, Team-Specific and Evolving Features.

    Science.gov (United States)

    Ribeiro, Haroldo V; Mukherjee, Satyam; Zeng, Xiao Han T

    2016-01-01

    The idea that the success rate of a team increases when playing home is broadly accepted and documented for a wide variety of sports. Investigations on the so-called "home advantage phenomenon" date back to the 70's and ever since has attracted the attention of scholars and sport enthusiasts. These studies have been mainly focused on identifying the phenomenon and trying to correlate it with external factors such as crowd noise and referee bias. Much less is known about the effects of home advantage in the "microscopic" dynamics of the game (within the game) or possible team-specific and evolving features of this phenomenon. Here we present a detailed study of these previous features in the National Basketball Association (NBA). By analyzing play-by-play events of more than sixteen thousand games that span thirteen NBA seasons, we have found that home advantage affects the microscopic dynamics of the game by increasing the scoring rates and decreasing the time intervals between scores of teams playing home. We verified that these two features are different among the NBA teams, for instance, the scoring rate of the Cleveland Cavaliers team is increased ≈0.16 points per minute (on average the seasons 2004-05 to 2013-14) when playing home, whereas for the New Jersey Nets (now the Brooklyn Nets) this rate increases in only ≈0.04 points per minute. We further observed that these microscopic features have evolved over time in a non-trivial manner when analyzing the results team-by-team. However, after averaging over all teams some regularities emerge; in particular, we noticed that the average differences in the scoring rates and in the characteristic times (related to the time intervals between scores) have slightly decreased over time, suggesting a weakening of the phenomenon. This study thus adds evidence of the home advantage phenomenon and contributes to a deeper understanding of this effect over the course of games.

  12. The Advantage of Playing Home in NBA: Microscopic, Team-Specific and Evolving Features.

    Directory of Open Access Journals (Sweden)

    Haroldo V Ribeiro

    Full Text Available The idea that the success rate of a team increases when playing home is broadly accepted and documented for a wide variety of sports. Investigations on the so-called "home advantage phenomenon" date back to the 70's and ever since has attracted the attention of scholars and sport enthusiasts. These studies have been mainly focused on identifying the phenomenon and trying to correlate it with external factors such as crowd noise and referee bias. Much less is known about the effects of home advantage in the "microscopic" dynamics of the game (within the game or possible team-specific and evolving features of this phenomenon. Here we present a detailed study of these previous features in the National Basketball Association (NBA. By analyzing play-by-play events of more than sixteen thousand games that span thirteen NBA seasons, we have found that home advantage affects the microscopic dynamics of the game by increasing the scoring rates and decreasing the time intervals between scores of teams playing home. We verified that these two features are different among the NBA teams, for instance, the scoring rate of the Cleveland Cavaliers team is increased ≈0.16 points per minute (on average the seasons 2004-05 to 2013-14 when playing home, whereas for the New Jersey Nets (now the Brooklyn Nets this rate increases in only ≈0.04 points per minute. We further observed that these microscopic features have evolved over time in a non-trivial manner when analyzing the results team-by-team. However, after averaging over all teams some regularities emerge; in particular, we noticed that the average differences in the scoring rates and in the characteristic times (related to the time intervals between scores have slightly decreased over time, suggesting a weakening of the phenomenon. This study thus adds evidence of the home advantage phenomenon and contributes to a deeper understanding of this effect over the course of games.

  13. 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

  14. 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...

  15. 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.

  16. 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.

  17. 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.

  18. 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.

  19. 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.

  20. Comparison of results at area 1 and area 2 between different Swedish in-situ teams in the RESUME-95 exercise

    Energy Technology Data Exchange (ETDEWEB)

    Raeaef, C.L. [Malmoe Univ. Hospital, Lund Univ., Dept. of Radiation Physics (Sweden)

    1997-12-31

    In the beginning of 1996 the Department of Radiation Physics in Malmoe was commissioned by the Swedish Radiation Protection Institute to perform a compilation of the results obtained by the Swedish in-situ teams that participated in the RESUME-95 exercise. The aim of this survey is to study the coherence in the reported activity data between the groups. It is not the purpose to see this comparison as a performance ranking of individual laboratories. Any such comparison must be made with precaution since the teams generally have collected their data with different equipment and by different methods. In this work, all in-situ teams have been given code-names, where each team has been labelled a number from 1 to 5. For more details, the interested reader is referred to the internal reports made by each team that (supposedly) also are to be included in the major compilation of the in-situ gamma spectrometry in the RESUME-95 exercise by Danish Emergency Management Agency. (au).

  1. Comparison of results at area 1 and area 2 between different Swedish in-situ teams in the RESUME-95 exercise

    International Nuclear Information System (INIS)

    Raeaef, C.L.

    1997-01-01

    In the beginning of 1996 the Department of Radiation Physics in Malmoe was commissioned by the Swedish Radiation Protection Institute to perform a compilation of the results obtained by the Swedish in-situ teams that participated in the RESUME-95 exercise. The aim of this survey is to study the coherence in the reported activity data between the groups. It is not the purpose to see this comparison as a performance ranking of individual laboratories. Any such comparison must be made with precaution since the teams generally have collected their data with different equipment and by different methods. In this work, all in-situ teams have been given code-names, where each team has been labelled a number from 1 to 5. For more details, the interested reader is referred to the internal reports made by each team that (supposedly) also are to be included in the major compilation of the in-situ gamma spectrometry in the RESUME-95 exercise by Danish Emergency Management Agency. (au)

  2. Comparison of results at area 1 and area 2 between different Swedish in-situ teams in the RESUME-95 exercise

    Energy Technology Data Exchange (ETDEWEB)

    Raeaef, C L [Malmoe Univ. Hospital, Lund Univ., Dept. of Radiation Physics (Sweden)

    1998-12-31

    In the beginning of 1996 the Department of Radiation Physics in Malmoe was commissioned by the Swedish Radiation Protection Institute to perform a compilation of the results obtained by the Swedish in-situ teams that participated in the RESUME-95 exercise. The aim of this survey is to study the coherence in the reported activity data between the groups. It is not the purpose to see this comparison as a performance ranking of individual laboratories. Any such comparison must be made with precaution since the teams generally have collected their data with different equipment and by different methods. In this work, all in-situ teams have been given code-names, where each team has been labelled a number from 1 to 5. For more details, the interested reader is referred to the internal reports made by each team that (supposedly) also are to be included in the major compilation of the in-situ gamma spectrometry in the RESUME-95 exercise by Danish Emergency Management Agency. (au).

  3. 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.

  4. 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

  5. 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.

  6. 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

  7. 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

  8. 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…

  9. 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.

  10. 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.

  11. 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.

  12. Working toward resilience: a retrospective report of actions taken in support of a New York school crisis team following 9/11.

    Science.gov (United States)

    Johnson, Kendall; Luna, Joanne M Tortorici

    2011-01-01

    A retrospective report details external support rendered to a Lower Manhattan school crisis team following the 9/11/01 terrorist attack on the World Trade Center This analysis occasions an opportunity for consideration of working assumptions, the formative use of data to plan support actions, and the subsequent emergence of a collaborative approach to post-disaster team support in school settings. The nature of assessment and nature of subsequent service delivery illustrates a community resilience-based approach to school crisis management. Recommendations for such work are based upon mixed qualitative and quantitative data gathered from on-scene team members as part of the ongoing support effort.

  13. 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

  14. 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.

  15. 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.

  16. 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

  17. 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.

  18. 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.

  19. 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...

  20. 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.

  1. 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 ...

  2. 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…

  3. Report of the technical review team on the Catalytic Extraction Process

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    1996-03-01

    The TRT was impressed with the quality and volume of laboratory and pilot scale development work that had been conducted over the past year. Many of the doubts and questions raised by the TRP on technical details had been examined, either by theoretical calculations or in the pilot facility. Moreover, a more open and forthcoming attitude was evident among the MMT staff who either presented briefings or responded to the Team`s questions. Of special note to DOE, the TRP recognized a year ago that the pilot facility at Fall River was not designed for radioactive pilot tests. However, from the dialogue surrounding the TRP review, it was evident that not much thought had been given to the hazards, concerns, and special requirements incumbent with radioactive operations -- everything from doing pours of hot radioactive metal from a vessel to remote-handling equipment and operations. This year the TRT noticed a significant improvement in this respect.

  4. Team training using full-scale reactor coolant pump seal mock-ups

    International Nuclear Information System (INIS)

    McDonald, T.J.; Hamill, R.W.

    1987-01-01

    The use of full-scale reactor coolant pump (RCP) seal mock-ups has greatly enhanced Northeast Utilities' ability to effectively utilize the team training approach to technical training. With the advent of the Institute of Nuclear Power Operations accreditation come a new emphasis and standards for the integrated training of plant engineering personnel, maintenance mechanics, quality control personnel, and health physics personnel. The results of purchasing full-scale RCP mock-ups to pilot the concept of team training have far exceeded expectations and cost-limiting factors. The initial training program analysis identified RCP seal maintenance as a task that required training for maintenance department personnel. Due to radiation exposure considerations and the unavailability of actual plant equipment for training purposes, the decision was made to procure a mock-up of an RCP seal assembly and housing. This mock-up was designed to facilitate seal cartridge removal, disassembly, assembly, and installation, duplicating all internal components of the seal cartridge and housing area in exact detail

  5. 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

  6. 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.

  7. 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.       

  8. 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.        

  9. Information delivery in team communication of MCR operators for an emergency task

    Energy Technology Data Exchange (ETDEWEB)

    Jeong, Kwang Sub; Park, Jin Kyun; Jung, Won Dae

    2005-01-01

    Team performance is a major measure to evaluate the ability of team when a lot of people perform a task of common purpose such as the main control room operators in the nuclear power plant. A team performance is affected the collaboration and communication among operators under dynamic situation as well as by the cognitive process of each team member. Specially, under the emergency situation, more clear and apparent communication in a team is a critical key for the appropriate response to emergency situation. As a general human factor analysis accesses the operator's behavior, it leads to a resulting action of planning, decision, problem-solving. In order to access the internal information and background information of his/her behavior, the verbal protocol analysis is applied. The impact factors on the team performance are derived from the state of the art for team performance, and it is found that the communication is a common key for all impact factors. And, in turn, the impact factors for the communication are accesses and the more detailed analysis is performed. The recorded data for the operator training for emergency situation of nuclear power plant training center are analyzed according to the verbal protocol analysis that are being generally utilized in cognitive psychology, educational psychology, and cognitive science. Two aspects, external (syntax) and internal (symantic) aspects of communication are reviewed. From the syntax analysis, it is found that the task of each step in EOP is separated according to each corresponding operator and the ordinary training is important, and the weak-points for a sentence presentation can be found team-by-team. And, from the symantic analysis for the diagnostic procedure of EOP is performed and the communication errors due to different situation awareness by operators could be found, and it lead to a diagnosis failure. The factors for different symantic cognition for a situation are analyzed and the affecting

  10. 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,

  11. 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

  12. 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.

  13. 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

  14. 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.

  15. 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

  16. 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.

  17. 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.

  18. 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...

  19. 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...

  20. [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".

  1. 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…

  2. Innovative team approach to seal the water inflow at Cigar Lake mine

    International Nuclear Information System (INIS)

    King, C.; Steele, R.; Dixon, B.; Spence, J.; Bazin, K.; Dent, A.; Carreiro, J.; Goddard, G.

    2010-01-01

    'Full text:' In a world where underground mining is more commonly deeper than 5,000 ft., and 8,000-10,000 ft is becoming less extraordinary, new techniques and technologies are in demand to reverse the trend of increasing costs per ton mined. So when a company using their own internal engineering, project and operating resources achieve a true technical first, and moves from concept, through research and development, to successful implementation at the pace of regular production, this is an important event. While the technological details of how the inflow into the flooded Cigar Lake Mine was identified and sealed are tantalising, the value lies in reviewing the repeatability of how to achieve this kind of extraordinary result, which raises people-in-team related questions like; how were they led? How did the working environment get created and sustained that allowed the team to operate in a consistently innovative mindset? How did they maintain a pace that relegated research, development and testing to a pace which is common in a regular operating function? How was the risk of these new techniques and technologies evaluated in a timely and effective manner that was considered normal rather than abnormal, and did not retard the pace of the team progress? If repeatable in regular team project and operating environs, then challenging and improving accepted mining methods, practice and technologies could become the norm rather than the exception. (author)

  3. 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.

  4. 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...

  5. 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…

  6. 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

  7. 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.

  8. 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

  9. 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...

  10. 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...

  11. 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

  12. [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.

  13. 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…

  14. 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.

  15. [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.

  16. 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...

  17. 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

  18. The performance environment of the England youth soccer teams.

    Science.gov (United States)

    Pain, Matthew A; Harwood, Chris

    2007-10-01

    In the present study, we examined the performance environment of the England youth soccer teams. Using a semi-structured protocol with a prospective sample, national coaches (n = 6), sport scientists (n = 3), and players (n = 4) were interviewed directly following international tournaments about the factors that positively and negatively influenced performance. Qualitative content analysis revealed the following factors as major positive influences on performance: adhering to a consistent tournament strategy, player understanding, strong team cohesion, organized entertainment activities, detailed knowledge of opposition, an effective physical rest/recovery strategy, and previous tournament experience. Major factors perceived to have negatively influenced performance included: over-coaching, player boredom, player anxiety, physical superiority of the opposition, physical fatigue over the tournament, problems sleeping, and lack of information on the opposition. Eight overall dimensions emerged to describe the performance environment: planning and organization, physical environment, tactical factors, development and performance philosophy, psychological factors, physical factors, social factors, and coaching. The findings support recent work that suggests the performance environment is multifaceted, with performance being contingent upon a broad range of interacting factors that go beyond the traditional psychosocial and physical domains.

  19. 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.

  20. 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

  1. 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.

  2. Influences on physicians' adoption of electronic detailing (e-detailing).

    Science.gov (United States)

    Alkhateeb, Fadi M; Doucette, William R

    2009-01-01

    E-detailing means using digital technology: internet, video conferencing and interactive voice response. There are two types of e-detailing: interactive (virtual) and video. Currently, little is known about what factors influence physicians' adoption of e-detailing. The objectives of this study were to test a model of physicians' adoption of e-detailing and to describe physicians using e-detailing. A mail survey was sent to a random sample of 2000 physicians practicing in Iowa. Binomial logistic regression was used to test the model of influences on physician adoption of e-detailing. On the basis of Rogers' model of adoption, the independent variables included relative advantage, compatibility, complexity, peer influence, attitudes, years in practice, presence of restrictive access to traditional detailing, type of specialty, academic affiliation, type of practice setting and control variables. A total of 671 responses were received giving a response rate of 34.7%. A total of 141 physicians (21.0%) reported using of e-detailing. The overall adoption model for using either type of e-detailing was found to be significant. Relative advantage, peer influence, attitudes, type of specialty, presence of restrictive access and years of practice had significant influences on physician adoption of e-detailing. The model of adoption of innovation is useful to explain physicians' adoption of e-detailing.

  3. 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...

  4. 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.

  5. 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

  6. 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...

  7. 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…

  8. 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...

  9. 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

  10. 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.

  11. 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...

  12. 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.

  13. 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).

  14. 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

  15. 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.

  16. 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

  17. 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)

  18. 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.

  19. 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

  20. 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.

  1. 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

  2. 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.…

  3. 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.

  4. 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

  5. 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.

  6. Evaluation of aviation-based safety team training in a hospital in The Netherlands.

    Science.gov (United States)

    De Korne, Dirk F; Van Wijngaarden, Jeroen D H; Van Dyck, Cathy; Hiddema, U Francis; Klazinga, Niek S

    2014-01-01

    The purpose of this paper is to evaluate the implementation of a broad-scale team resource management (TRM) program on safety culture in a Dutch eye hospital, detailing the program's content and procedures. Aviation-based TRM training is recognized as a useful approach to increase patient safety, but little is known about how it affects safety culture. Pre- and post-assessments of the hospitals' safety culture was based on interviews with ophthalmologists, anesthesiologists, residents, nurses, and support staff. Interim observations were made at training sessions and in daily hospital practice. The program consisted of safety audits of processes and (team) activities, interactive classroom training sessions by aviation experts, a flight simulator session, and video recording of team activities with subsequent feedback. Medical professionals considered aviation experts inspiring role models and respected their non-hierarchical external perspective and focus on medical-technical issues. The post-assessment showed that ophthalmologists and other hospital staff had become increasingly aware of safety issues. The multidisciplinary approach promoted social (team) orientation that replaced the former functionally-oriented culture. The number of reported near-incidents greatly increased; the number of wrong-side surgeries stabilized to a minimum after an initial substantial reduction. The study was observational and the hospital's variety of efforts to improve safety culture prevented us from establishing a causal relation between improvement and any one specific intervention. Aviation-based TRM training can be a useful to stimulate safety culture in hospitals. Safety and quality improvements are not single treatment interventions but complex socio-technical interventions. A multidisciplinary system approach and focus on "team" instead of "profession" seems both necessary and difficult in hospital care.

  7. 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...

  8. 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

  9. 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.

  10. 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.

  11. 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...

  12. 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...

  13. 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…

  14. Proposal of a Model for effective Management and Development of virtual Teams

    Directory of Open Access Journals (Sweden)

    Petr Skyrik

    2010-10-01

    Full Text Available The main aim of this paper is to present a pilot proposal of a model of “Virtual Development Management System” (ViDeMaS which will facilitate more effective management and development of virtual teams. Management and development of virtual teams is not a simple concept. It comprises a body of knowledge from a number of fields and scientific disciplines. The complexity of the concept may not be simplified as it is absolutely essential for full understanding of its nature. In order to gain better orientation in the concept, different perspectives will be used in the description of the model, which will enable us to achieve the goal of the work and to present the main results of the work (creation of a model for Virtual Development Management System. The present paper thus describes from different perspectives the proposal of a sufficiently detailed and complex model that may be utilized both on theoretical and application level.

  15. 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.

  16. Development and validation of a heuristic model for evaluation of the team performance of operators in nuclear power plants

    International Nuclear Information System (INIS)

    Kim, Sa Kil; Byun, Seong Nam; Lee, Dhong Hoon

    2011-01-01

    behavior markers were deducted based on the factors. Lastly, an estimation model for the evaluation of team performance was developed, and the model thereon was validated. The estimation model consists of an evaluation of task characteristics, identification of team performance factors, evaluation of team performance, calculation of team performance, and analysis of team performance. The detailed contents and validations of the model are also presented in this paper.

  17. 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.

  18. Author Details

    African Journals Online (AJOL)

    Back translation reliability of TEOSQ in team game, individual game and gender category. Abstract PDF · Vol 9, No ... Relative age effect in physical attributes and motor fitness at different birth-month quartile ... Sensitivity pattern recognition and variableness of competitive adolescent soccer relative performance indicators

  19. 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.

  20. 15 CFR 270.105 - Duties of a Team.

    Science.gov (United States)

    2010-01-01

    ... 15 Commerce and Foreign Trade 1 2010-01-01 2010-01-01 false Duties of a Team. 270.105 Section 270... OF STANDARDS AND TECHNOLOGY, DEPARTMENT OF COMMERCE NATIONAL CONSTRUCTION SAFETY TEAMS NATIONAL CONSTRUCTION SAFETY TEAMS Establishment and Deployment of Teams § 270.105 Duties of a Team. (a) A Team's Lead...

  1. Sourcing Team Behavior in Project-Based MNE's

    DEFF Research Database (Denmark)

    Hansen, Anders Peder Lysholm

    2014-01-01

    across the three cases was characterized by conflict between departments represented in the category teams. This resulted in unfortunate sourcing team behaviour and unaligned performance management, which in turn had a number of adverse effects. Further research on how to create a holistic and balanced......This paper presents and discusses a multiple case study of three cross-functional category teams responsible for sourcing critical components within multi-national, project-based enterprises. The study focused on behaviour and management of the sourcing teams and found that the sourcing process...... team perspective in the sourcing teams is suggested....

  2. The Workings of a Multicultural Research Team

    Science.gov (United States)

    Friedemann, Marie-Luise; Pagan-Coss, Harald; Mayorga, Carlos

    2013-01-01

    Purpose Transcultural nurse researchers are exposed to the challenges of developing and maintaining a multiethnic team. With the example of a multicultural research study of family caregivers conducted in the Miami-Dade area, the authors guide the readers through steps of developing a culturally competent and effective team. Design Pointing out challenges and successes, the authors illustrate team processes and successful strategies relative to recruitment of qualified members, training and team maintenance, and evaluation of team effectiveness. Method With relevant concepts from the literature applied to practical examples, the authors demonstrate how cultural team competence grows in a supportive work environment. PMID:18390824

  3. An innovative addition to team-based-learning pedagogy to enhance teaching and learning: Students' perceptions of team exams.

    Science.gov (United States)

    Khansari, Parto S; Coyne, Leanne

    The study investigates students' perceptions of the value of implementing a team exam to enhance learning prior to a summative assessment. Team exams are similar to midterm exams, except that answering questions is a team effort. Data was collected from second year pharmacy students at California Northstate University College of Pharmacy (CNUCOP) through a self-administered online survey. The survey questions included closed-ended questions to evaluate students' perception on preparedness for a summative assessment and to rank advantages and disadvantages of the team exams. Of the 40 students who completed the survey (38% response rate), 100% of participants agreed that having a team exam prior to a major exam made them feel more prepared for a major summative exam. Ninety-seven percent of students believed that the team exam helped them to identify gaps in their knowledge and 85% agreed that taking a team exam reinforced their knowledge by teaching other students. The survey results did not identify any major disadvantages to holding a team exam. Students perceived that taking a team exam prior to a midterm exam is an effective approach to review the course contents and identify areas of improvement. Copyright © 2017. Published by Elsevier Inc.

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

    Science.gov (United States)

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

    2012-10-01

    To determine whether obstetric team training in a medical simulation centre improves the team performance and utilisation of appropriate medical technical skills of healthcare professionals. Cluster randomised controlled trial. The Netherlands. The obstetric departments of 24 Dutch hospitals. The obstetric departments were randomly assigned to a 1-day session of multiprofessional team training in a medical simulation centre or to no such training. Team training was given with high-fidelity mannequins by an obstetrician and a communication expert. More than 6 months following training, two unannounced simulated scenarios were carried out in the delivery rooms of all 24 obstetric departments. The scenarios, comprising a case of shoulder dystocia and a case of amniotic fluid embolism, were videotaped. The team performance and utilisation of appropriate medical skills were evaluated by two independent experts. Team performance evaluated with the validated Clinical Teamwork Scale (CTS) and the employment of two specific obstetric procedures for the two clinical scenarios in the simulation (delivery of the baby with shoulder dystocia in the maternal all-fours position and conducting a perimortem caesarean section within 5 minutes for the scenario of amniotic fluid embolism). Seventy-four obstetric teams from 12 hospitals in the intervention group underwent teamwork training between November 2009 and July 2010. The teamwork performance in the training group was significantly better in comparison to the nontraining group (median CTS score: 7.5 versus 6.0, respectively; P = 0.014). The use of the predefined obstetric procedures for the two clinical scenarios was also significantly more frequent in the training group compared with the nontraining group (83 versus 46%, respectively; P = 0.009). Team performance and medical technical skills may be significantly improved after multiprofessional obstetric team training in a medical simulation centre. © 2012 The Authors BJOG An

  5. Pay Dispersion and Performance in Teams

    DEFF Research Database (Denmark)

    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 ...

  6. Team learning: building shared mental models

    NARCIS (Netherlands)

    Bossche, van den P.; Gijselaers, W.; Segers, M.; Woltjer, G.B.; Kirschner, P.

    2011-01-01

    To gain insight in the social processes that underlie knowledge sharing in teams, this article questions which team learning behaviors lead to the construction of a shared mental model. Additionally, it explores how the development of shared mental models mediates the relation between team learning

  7. The importance of multidisciplinary teamwork and team climate for relational coordination among teams delivering care to older patients.

    Science.gov (United States)

    Hartgerink, J M; Cramm, J M; Bakker, T J E M; van Eijsden, A M; Mackenbach, J P; Nieboer, A P

    2014-04-01

    To identify predictors of relational coordination among professionals delivering care to older patients. Relational coordination is known to enhance quality of care in hospitals. The underlying mechanisms, however, remain poorly understood. This cross-sectional study was part of a larger evaluation study examining the opportunity to prevent loss of function in older patients due to hospitalization in the Netherlands. This study was performed in spring 2010 among team members delivering care to older hospitalized patients (192 respondents; 44% response rate) in one hospital. Relational coordination was measured by the Relational Coordination survey; team climate by the Team Climate Inventory and questions were asked about participation in multidisciplinary team meetings and disciplines represented in these meetings. To account for the hierarchical structure, a multilevel analysis was performed. Correlation analysis revealed a positive relationship among being female, being a nurse and relational coordination; medical specialists showed a negative relationship. The number of disciplines represented during multidisciplinary team meetings and team climate were positively related with relational coordination. The multilevel analysis showed a positive relationship between the number of disciplines represented during multidisciplinary team meetings and team climate with relational coordination. The enhancement of team climate and attendance of diverse professionals during multidisciplinary team meetings are expected to improve relational coordination. Furthermore, this study underscores the importance of enhancing relational coordination between medical specialists and other professionals. © 2013 The Authors. Journal of Advanced Nursing published by John Wiley & Sons Ltd.

  8. The detail is dead - long live the detail!

    DEFF Research Database (Denmark)

    Larsen, Steen Nepper; Dalgaard, Kim; Kerstens, Vencent

    2018-01-01

    architecture when we look into architectural history. Too classic examples are; Adolf Loos who provoked already in 1908 with his statement; "Ornament and Crime", which contested the unconscious decorations of contemporary architects. Similarly, referring to the little need for superfluous detailing; "Less...... not change the fact that it is more important than ever to bring this 'small' architectural world to attention. Today, the construction industry is dictated by an economic management that does not leave much room for thorough studies of architectural details or visionary experiments. Today's more efficient......_Delft about the Symposium; "The Detail is Dead - Long Live the Detail". For this occasion a number of leading Danish and Northern European architects, researchers and companies were invited to discuss and suggest their 'architectural detail' and the challenges they face in today's construction. This book...

  9. Should they stay or should they go now? Exploring the impact of team familiarity on interprofessional team training outcomes.

    Science.gov (United States)

    Joshi, Kavita; Hernandez, Jessica; Martinez, Joseph; AbdelFattah, Kareem; Gardner, Aimee K

    2018-02-01

    Although simulation is an effective method for enhancing team competencies, it is unclear how team familiarity impacts this process. We examined how team familiarity impacted team competencies. Trainees were assigned to stable or dynamic teams to participate in three simulated cases. Situation awareness (SA) data was collected through in-scenario freezes. The recorded performances were assessed for clinical effectiveness (ClinEff) and teamwork. All data are reported on a 1-100% (100% = perfect performance) scale. Forty-six trainees (23 General Surgery; 23 Emergency Medicine) were randomized by specialty into stable (N = 8) or dynamic (N = 7) groups. Overall changes from Sim 1 to Sim3 were 12.2% (p teams reflecting improvements in ClinEff (15.2%; p team ClinEff improvement (8.7%) was not significant. Both groups demonstrated improvements in teamwork (stable = 9%, p Teams who continued to work together demonstrated increased improvements in clinical effectiveness and teamwork, while dynamic teams only demonstrated improvements in teamwork. Copyright © 2017 Elsevier Inc. All rights reserved.

  10. Computer-mediated interdisciplinary teams: theory and reality.

    Science.gov (United States)

    Vroman, Kerryellen; Kovacich, Joann

    2002-05-01

    The benefit of experience, tempered with the wisdom of hindsight and 5 years of text-based, asynchronous, computer-mediated, interdisciplinary team communications, provides the energy, insights and data shared in this article. Through the theoretical lens of group dynamics and the epistemology of interdisciplinary teaming, we analyze the interactions of a virtual interdisciplinary team to provide an understanding and appreciation of collaborative interdisciplinary communication in the context of interactive technologies. Whilst interactive technologies may require new patterns of language similar to that of learning a foreign language, what is communicated in the interdisciplinary team process does not change. Most important is the recognition that virtual teams, similar to their face-to-face counterparts, undergo the same challenges of interdisciplinary teaming and group developmental processes of formation: forming, storming, norming, performing, and transforming. After examining these dynamics of communication and collaboration in the context of the virtual team, the article concludes with guidelines facilitating interdisciplinary team computer-mediated communication.

  11. Characteristics of team briefings in gynecological surgery.

    Science.gov (United States)

    Forsyth, Katherine L; Hildebrand, Emily A; Hallbeck, M Susan; Branaghan, Russell J; Blocker, Renaldo C

    2018-02-24

    Preoperative briefings have been proven beneficial for improving team performance in the operating room. However, there has been minimal research regarding team briefings in specific surgical domains. As part of a larger project to develop a briefing structure for gynecological surgery, the study aimed to better understand the current state of pre-operative team briefings in one department of an academic hospital. Twenty-four team briefings were observed and video recorded. Communication was analyzed and social network metrics were created based on the team member verbal interactions. Introductions occurred in only 25% of the briefings. Network analysis revealed that average team briefings exhibited a hierarchical structure of communication, with the surgeon speaking the most frequently. The average network for resident-led briefings displayed a non-hierarchical structure with all team members communicating with the resident. Briefings conducted without a standardized protocol can produce variable communication between the role leading and the team members present. Copyright © 2018 Elsevier Ltd. All rights reserved.

  12. Simulation-based education for building clinical teams

    Directory of Open Access Journals (Sweden)

    Marshall Stuart

    2010-01-01

    Full Text Available Failure to work as an effective team is commonly cited as a cause of adverse events and errors in emergency medicine. Until recently, individual knowledge and skills in managing emergencies were taught, without reference to the additional skills required to work as part of a team. Team training courses are now becoming commonplace, however their strategies and modes of delivery are varied. Just as different delivery methods of traditional education can result in different levels of retention and transfer to the real world, the same is true in team training of the material in different ways in traditional forms of education may lead to different levels of retention and transfer to the real world, the same is true in team training. As team training becomes more widespread, the effectiveness of different modes of delivery including the role of simulation-based education needs to be clearly understood. This review examines the basis of team working in emergency medicine, and the components of an effective emergency medical team. Lessons from other domains with more experience in team training are discussed, as well as the variations from these settings that can be observed in medical contexts. Methods and strategies for team training are listed, and experiences in other health care settings as well as emergency medicine are assessed. Finally, best practice guidelines for the development of team training programs in emergency medicine are presented.

  13. Athletes' perceptions of coaching competency and team conflict in sport teams: A multilevel analysis.

    Science.gov (United States)

    González-Ponce, I; Leo, F M; Jiménez, R; Sánchez-Oliva, D; Sarmento, H; Figueiredo, A; García-Calvo, T

    2018-04-23

    The purpose of this study was to examine the relationship between coaching competency and team conflict, at individual and team levels, over the season. The participants were professional female and male soccer players, who participated in the First and Second Division. A longitudinal study was performed. At Time 1, the sample of participants consisted of 581 soccer players aged between 15 and 39 years. At Time 2, 549 players were recruited from the original sample aged between 15 and 37 years. Finally, at Time 3, the sample comprised 576 players aged between 15 and 37 years. All participants completed a multi-section questionnaire assessing coaching competency (motivation, game strategy, technique competency, and character-building competency) and team conflict (task conflict and relationship conflict). Results showed that both task and relationship conflict increased significantly over time. Multilevel modelling analysis showed that game strategy and character-building competencies negatively predicted both task and relationship conflicts at the individual level, whereas motivation competency was also added as a significant predictor of task conflict at the team level. Moreover, technique competency positively predicted task conflict at the team level. The current study suggests the importance of coaching competency in group dynamics in sport.

  14. Team knowledge research: emerging trends and critical needs.

    Science.gov (United States)

    Wildman, Jessica L; Thayer, Amanda L; Pavlas, Davin; Salas, Eduardo; Stewart, John E; Howse, William R

    2012-02-01

    This article provides a systematic review of the team knowledge literature and guidance for further research. Recent research has called attention to the need for the improved study and understanding of team knowledge. Team knowledge refers to the higher level knowledge structures that emerge from the interactions of individual team members. We conducted a systematic review of the team knowledge literature, focusing on empirical work that involves the measurement of team knowledge constructs. For each study, we extracted author degree area, study design type, study setting, participant type, task type, construct type, elicitation method, aggregation method, measurement timeline, and criterion domain. Our analyses demonstrate that many of the methodological characteristics of team knowledge research can be linked back to the academic training of the primary author and that there are considerable gaps in our knowledge with regard to the relationships between team knowledge constructs, the mediating mechanisms between team knowledge and performance, and relationships with criteria outside of team performance, among others. We also identify categories of team knowledge not yet examined based on an organizing framework derived from a synthesis of the literature. There are clear opportunities for expansion in the study of team knowledge; the science of team knowledge would benefit from a more holistic theoretical approach. Human factors researchers are increasingly involved in the study of teams. This review and the resulting organizing framework provide researchers with a summary of team knowledge research over the past 10 years and directions for improving further research.

  15. Some Results from Rehabilitation Team Training.

    Science.gov (United States)

    Settles, Robert B.; Crisler, Jack R.

    Provision of training for an interdisciplinary rehabilitation team in a center serving mental patients was investigated. An autonomous service delivery rehabilitation team was formed and provided training in cooperative function. Findings indicate that the experimental team became a particularly cohesive functional unit, and that their support of…

  16. Beyond Brainstorming: Exploring Convergence in Teams

    Science.gov (United States)

    Seeber, Isabella; de Vreede, Gert-Jan; Maier, Ronald; Weber, Barbara

    2017-01-01

    Abstract Collaborative brainstorming is often followed by a convergence activity where teams extract the most promising ideas on a useful level of detail from the brainstorming results. Contrary to the wealth of research on electronic brainstorming, there is a dearth of research on convergence. We used experimental methods for an in-depth exploration of two facilitation-based interventions in a convergence activity: attention guidance (focusing participants on procedures to execute a convergence task) and discussion encouragement (engaging participants in conversations to combine knowledge on ideas). Our findings show that both attention guidance and discussion encouragement are correlated with higher convergence quality. We argue that attention guidance’s contribution is in its support of coordination, information processing, and goal specification. Similar, we argue that discussion encouragement’s contribution is in its stimulation of idea clarification and idea combination. Contrary to past research, our findings further show that satisfaction was higher after convergence than after brainstorming. PMID:29399005

  17. Diversity in Teams: was macht diverse Teams erfolgreich?

    NARCIS (Netherlands)

    Buengeler, C.; Homan, A.C.; Genkova, P.; Ringeisen, T.

    2015-01-01

    Teams in Organisationen sind zunehmend divers zusammengesetzt. Mit Diversity sind neben Unterschieden bezüglich demografischer Merkmale beispielsweise auch Differenzen in unmittelbar aufgabenbezogenen Merkmalen sowie in Werten, Einstellungen und Eigenschaften gemeint, welche oftmals nicht sofort

  18. Developing Expert Teams with a Strong Safety Culture

    Science.gov (United States)

    Rogers, David G.

    2010-01-01

    Would you like to lead a world renowned team that draws out all the talents and expertise of its members and consistently out performs all others in the industry? Ever wonder why so many organizations fail to truly learn from past mistakes only to repeat the same ones at a later date? Are you a program/project manager or team member in a high-risk organization where the decisions made often carry the highest of consequences? Leadership, communication, team building, critical decision-making and continuous team improvement skills and behaviors are mere talking points without the attitudes, commitment and strategies necessary to make them the very fabric of a team. Developing Expert Teams with a Strong Safety Culture, will provide you with proven knowledge and strategies to take your team soaring to heights you may have not thought possible. A myriad of teams have applied these strategies and techniques within their organization team environments: military and commercial aviation, astronaut flight crews, Shuttle flight controllers, members of the Space Shuttle Program Mission Management Team, air traffic controllers, nuclear power control teams, surgical teams, and the fire service report having spectacular success. Many industry leaders are beginning to realize that although the circumstances and environments of these teams may differ greatly to their own, the core elements, governing principles and dynamics involved in managing and building a stellar safety conscious team remain identical.

  19. Implicit Coordination Strategies for Effective Team Communication.

    Science.gov (United States)

    Butchibabu, Abhizna; Sparano-Huiban, Christopher; Sonenberg, Liz; Shah, Julie

    2016-06-01

    We investigated implicit communication strategies for anticipatory information sharing during team performance of tasks with varying degrees of complexity. We compared the strategies used by teams with the highest level of performance to those used by the lowest-performing teams to evaluate the frequency and methods of communications used as a function of task structure. High-performing teams share information by anticipating the needs of their teammates rather than explicitly requesting the exchange of information. As the complexity of a task increases to involve more interdependence among teammates, the impact of coordination on team performance also increases. This observation motivated us to conduct a study of anticipatory information sharing as a function of task complexity. We conducted an experiment in which 13 teams of four people performed collaborative search-and-deliver tasks with varying degrees of complexity in a simulation environment. We elaborated upon prior characterizations of communication as implicit versus explicit by dividing implicit communication into two subtypes: (a) deliberative/goal information and (b) reactive status updates. We then characterized relationships between task structure, implicit communication, and team performance. We found that the five teams with the fastest task completion times and lowest idle times exhibited higher rates of deliberative communication versus reactive communication during high-complexity tasks compared with the five teams with the slowest completion times and longest idle times (p = .039). Teams in which members proactively communicated information about their next goal to teammates exhibited improved team performance. The findings from our work can inform the design of communication strategies for team training to improve performance of complex tasks. © 2016, Human Factors and Ergonomics Society.

  20. Exploring primary care activities in ACT teams.

    Science.gov (United States)

    Vanderlip, Erik R; Williams, Nancy A; Fiedorowicz, Jess G; Katon, Wayne

    2014-05-01

    People with serious mental illness often receive inadequate primary and preventive care services. Federal healthcare reform endorses team-based care that provides high quality primary and preventive care to at risk populations. Assertive community treatment (ACT) teams offer a proven, standardized treatment approach effective in improving mental health outcomes for the seriously mentally ill. Much is known about the effectiveness of ACT teams in improving mental health outcomes, but the degree to which medical care needs are addressed is not established. The purpose of this study was to explore the extent to which ACT teams address the physical health of the population they serve. ACT team leaders were invited to complete an anonymous, web-based survey to explore attitudes and activities involving the primary care needs of their clients. Information was collected regarding the use of health screening tools, physical health assessments, provision of medical care and collaboration with primary care systems. Data was analyzed from 127 team leaders across the country, of which 55 completed the entire survey. Nearly every ACT team leader believed ACT teams have a role in identifying and managing the medical co-morbidities of their clientele. ACT teams report participation in many primary care activities. ACT teams are providing a substantial amount of primary and preventive services to their population. The survey suggests standardization of physical health identification, management or referral processes within ACT teams may result in improved quality of medical care. ACT teams are in a unique position to improve physical health care by virtue of having medically trained staff and frequent, close contact with their clients.

  1. External Peer Review Team Report for Corrective Action Unit 97: Yucca Flat/Climax Mine, Nevada National Security Site, Nye County, Nevada, Revision 0

    Energy Technology Data Exchange (ETDEWEB)

    Marutzky, Sam J. [Navarro-Intera, LLC (N-I), Las Vegas, NV (United States); Andrews, Robert [Navarro-Intera, LLC (N-I), Las Vegas, NV (United States)

    2015-01-01

    The peer review team commends the Navarro-Intera, LLC (N-I), team for its efforts in using limited data to model the fate of radionuclides in groundwater at Yucca Flat. Recognizing the key uncertainties and related recommendations discussed in Section 6.0 of this report, the peer review team has concluded that U.S. Department of Energy (DOE) is ready for a transition to model evaluation studies in the corrective action decision document (CADD)/corrective action plan (CAP) stage. The DOE, National Nuclear Security Administration Nevada Field Office (NNSA/NFO) clarified the charge to the peer review team in a letter dated October 9, 2014, from Bill R. Wilborn, NNSA/NFO Underground Test Area (UGTA) Activity Lead, to Sam J. Marutzky, N-I UGTA Project Manager: “The model and supporting information should be sufficiently complete that the key uncertainties can be adequately identified such that they can be addressed by appropriate model evaluation studies. The model evaluation studies may include data collection and model refinements conducted during the CADD/CAP stage. One major input to identifying ‘key uncertainties’ is the detailed peer review provided by independent qualified peers.” The key uncertainties that the peer review team recognized and potential concerns associated with each are outlined in Section 6.0, along with recommendations corresponding to each uncertainty. The uncertainties, concerns, and recommendations are summarized in Table ES-1. The number associated with each concern refers to the section in this report where the concern is discussed in detail.

  2. Leadership Team | Water Power | NREL

    Science.gov (United States)

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

  3. Teams and teamwork at NASA Langley Research Center

    Science.gov (United States)

    Dickinson, Terry L.

    1994-01-01

    The recent reorganization and shift to managing total quality at the NASA Langley Research Center (LaRC) has placed an increasing emphasis on teams and teamwork in accomplishing day-to-day work activities and long-term projects. The purpose of this research was to review the nature of teams and teamwork at LaRC. Models of team performance and teamwork guided the gathering of information. Current and former team members served as participants; their collective experience reflected membership in over 200 teams at LaRC. The participants responded to a survey of open-ended questions which assessed various aspects of teams and teamwork. The participants also met in a workshop to clarify and elaborate on their responses. The work accomplished by the teams ranged from high-level managerial decision making (e.g., developing plans for LaRC reorganization) to creating scientific proposals (e.g., describing spaceflight projects to be designed, sold, and built). Teams typically had nine members who remained together for six months. Member turnover was around 20 percent; this turnover was attributed to heavy loads of other work assignments and little formal recognition and reward for team membership. Team members usually shared a common and valued goal, but there was not a clear standard (except delivery of a document) for knowing when the goal was achieved. However, members viewed their teams as successful. A major factor in team success was the setting of explicit a priori rules for communication. Task interdependencies between members were not complex (e.g., sharing of meeting notes and ideas about issues), except between members of scientific teams (i.e., reliance on the expertise of others). Thus, coordination of activities usually involved scheduling and attendance of team meetings. The team leader was designated by the team's sponsor. This leader usually shared power and responsibilities with other members, such that team members established their own operating

  4. Collective Global Leadership in Self-Managed Multicultural Teams

    DEFF Research Database (Denmark)

    Paunova, Minna; Lee, Yih-Teen

    2016-01-01

    Arguing that it is necessary to look into specific global leadership processes in specific contexts, this article focuses on collective global leadership in self-managed multicultural teams using an input-process-output model. Building on a study of nationally and culturally diverse self-managed...... teams, our work demonstrates that collective global leadership in these teams is critical for team performance (output). Our study also examines some of the affective or attitudinal antecedents of collective global leadership in self-managed multicultural teams (process) and their members’ goal...... orientations (input). Our findings suggest that a team learning orientation may greatly help multicultural teams overcome the liability of cultural diversity, create a positive intra-team environment, and enable collective global leadership. Our research also suggests that team performance orientation...

  5. Team learning center design principles

    Energy Technology Data Exchange (ETDEWEB)

    Daily, B.; Loveland, J.; Whatley, A. [New Mexico State Univ., Las Cruces, NM (United States)] [and others

    1995-06-01

    This is a preliminary report of a multi-year collaboration of the authors addressing the subject: Can a facility be designed for team learning and would it improve the efficiency and effectiveness of team interactions? Team learning in this context is a broad definition that covers all activities where small to large groups of people come together to work, to learn, and to share through team activities. Multimedia, networking, such as World Wide Web and other tools, are greatly enhancing the capability of individual learning. This paper addresses the application of technology and design to facilitate group or team learning. Many organizational meetings need tens of people to come together to do work as a large group and then divide into smaller subgroups of five to ten to work and then to return and report and interact with the larger group. Current facilities were not, in general, designed for this type of meeting. Problems with current facilities are defined and a preliminary design solution to many of the identified problems is presented.

  6. Reward and punishment in a team contest

    NARCIS (Netherlands)

    Heine, F.A.; Strobel, M.

    2015-01-01

    A team contest entails both public good situations within the teams as well as a contest across teams. In an experimental study, we analyse behaviour in such a team contest when allowing to punish or to reward other group members. Moreover, we compare two types of contest environment: One in which

  7. Entrepreneurial Thinking in Interdisciplinary Student Teams

    Science.gov (United States)

    Neumeyer, Xaver; McKenna, Ann

    2016-01-01

    Our work investigates students' perception of collaborative expertise and the role of inquiry-based learning in the context of team-based entrepreneurship education. Specifically, we examine students' perception of communication, division of work, shared goals, team conflicts and leadership in their respective teams. In addition, we look at the…

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

    NARCIS (Netherlands)

    Giessner, S.R.; van Knippenberg, D.; van Ginkel, W.; Sleebos, E.

    2013-01-01

    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

  9. Virtual Teams.

    Science.gov (United States)

    Geber, Beverly

    1995-01-01

    Virtual work teams scattered around the globe are becoming a feature of corporate workplaces. Although most people prefer face-to-face meetings and interactions, reality often requires telecommuting. (JOW)

  10. The Planning Task for Teams (PLATT): An environment for research on planning and decision making in teams

    NARCIS (Netherlands)

    Kamphuis, W.; Houttuin, K.

    2007-01-01

    In this report, we introduce a newly developed task environment for experimental team research: the Planning Task for Teams (PLATT). PLATT is a scenario based, computerized, complex planning task for three-person teams. PLATT has been designed to be able to do experimental laboratory research on

  11. Diagnosing and improving functioning in interdisciplinary health care teams.

    Science.gov (United States)

    Blackmore, Gail; Persaud, D David

    2012-01-01

    Interdisciplinary teams play a key role in the delivery of health care. Team functioning can positively or negatively impact the effective and efficient delivery of health care services as well as the personal well-being of group members. Additionally, teams must be able and willing to work together to achieve team goals within a climate that reflects commitment to team goals, accountability, respect, and trust. Not surprisingly, dysfunctional team functioning can limit the success of interdisciplinary health care teams. The first step in improving dysfunctional team function is to conduct an analysis based on criteria necessary for team success, and this article provides meaningful criteria for doing such an analysis. These are the following: a common team goal, the ability and willingness to work together to achieve team goals, decision making, communication, and team member relationships. High-functioning interdisciplinary teams must exhibit features of good team function in all key domains. If a team functions well in some domains and needs to improve in others, targeted strategies are described that can be used to improve team functioning.

  12. Facilitating Team Learning through Transformational Leadership

    Science.gov (United States)

    Raes, Elisabeth; Decuyper, Stefan; Lismont, Bart; Van den Bossche, Piet; Kyndt, Eva; Demeyere, Sybille; Dochy, Filip

    2013-01-01

    This article investigates when and how teams engage in team learning behaviours (TLB). More specifically, it looks into how different leadership styles facilitate TLB by influencing the social conditions that proceed them. 498 healthcare workers from 28 nursery teams filled out a questionnaire measuring the concepts leadership style, TLB, social…

  13. Roles in Innovative Software Teams

    DEFF Research Database (Denmark)

    Aaen, Ivan

    2010-01-01

    With inspiration from role-play and improvisational theater, we are developing a framework for innovation in software teams called Essence. Based on agile principles, Essence is designed for teams of developers and an onsite customer. This paper reports from teaching experiments inspired by design...... science, where we tried to assign differentiated roles to team members. The experiments provided valuable insights into the design of roles in Essence. These insights are used for redesigning how roles are described and conveyed in Essence....

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

    OpenAIRE

    Sousa, Milton; Van Dierendonck, Dirk

    2016-01-01

    textabstractThe 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 i...

  15. Team effectiveness in Non-Governmental Organizations (NGOs) projects.

    Science.gov (United States)

    Latif, Khawaja Fawad; Williams, Nigel

    2017-10-01

    The incorporation of team context into research and practice regarding team effectiveness in NGOs projects is a constant challenge. The research seeks to address the gap and identify the critical determinants of team effectiveness in projects undertaken by non-governmental organizations. Using a systematic process, the study involved both literature and focus group discussions to generate the required items. A total of 157 respondents (Team Members and Team Leaders) were part of the study that filled the questionnaires. Using exploratory factor analysis followed by confirmatory factor analysis, both convergent and discriminant validity was established. The present study found that team effectiveness in NGO social projects has a total of seven dimensions namely: Inter team coordination, community social linkage, team performance, knowledge, skills, and attitudes, leadership communication and engagement, decision making and information sharing, and team formation. There is a significant lack of research on team effectiveness in NGO projects. Where considerably large proportion of research on team effectiveness has focused on the corporate sector, the non-governmental teams have been neglected. This study clearly highlights the determinants that make up team effectiveness in NGOs. The determinants identified will help to specifically look at the effectiveness of teams in NGO projects. The study would help NGOs identify the dimensions in which they may be performing in a weaker manner and direct their energies in improving the factors. Copyright © 2017 Elsevier Ltd. All rights reserved.

  16. Teams in Education: Creating an Integrated Approach.

    Science.gov (United States)

    Arcaro, Jerome S.

    This handbook is designed to help educational professionals develop cross-functional or departmental quality teams. Nine chapters focus on: (1) the concept of Total Quality Management (TQM) and 14 points for quality in education; (2) team goals and formation; (3) stages of successful team building; (4) the development of quality task teams; (5)…

  17. Corrective Action Plan in response to the March 1992 Tiger Team Assessment of the Ames Laboratory

    International Nuclear Information System (INIS)

    1992-01-01

    On March 5, 1992, a Department of Energy (DOE) Tiger Team completed an assessment of the Ames Laboratory, located in Ames, Iowa. The purpose of the assessment was to provide the Secretary of Energy with a report on the status and performance of Environment, Safety and Health (ES ampersand H) programs at Ames Laboratory. Detailed findings of the assessment are presented in the report, DOE/EH-0237, Tiger Team Assessment of the Ames Laboratory. This document, the Ames Laboratory Corrective Action Plan (ALCAP), presents corrective actions to overcome deficiencies cited in the Tiger Team Assessment. The Tiger Team identified 53 Environmental findings, from which the Team derived four key findings. In the Safety and Health (S ampersand H) area, 126 concerns were identified, eight of which were designated Category 11 (there were no Category I concerns). Seven key concerns were derived from the 126 concerns. The Management Subteam developed 19 findings which have been summarized in four key findings. The eight S ampersand H Category 11 concerns identified in the Tiger Team Assessment were given prompt management attention. Actions to address these deficiencies have been described in individual corrective action plans, which were submitted to DOE Headquarters on March 20, 1992. The ALCAP includes actions described in this early response, as well as a long term strategy and framework for correcting all remaining deficiencies. Accordingly, the ALCAP presents the organizational structure, management systems, and specific responses that are being developed to implement corrective actions and to resolve root causes identified in the Tiger Team Assessment. The Chicago Field Office (CH), IowaState University (ISU), the Institute for Physical Research and Technology (IPRT), and Ames Laboratory prepared the ALCAP with input from the DOE Headquarters, Office of Energy Research (ER)

  18. Primary care team communication networks, team climate, quality of care, and medical costs for patients with diabetes: A cross-sectional study.

    Science.gov (United States)

    Mundt, Marlon P; Agneessens, Filip; Tuan, Wen-Jan; Zakletskaia, Larissa I; Kamnetz, Sandra A; Gilchrist, Valerie J

    2016-06-01

    Primary care teams play an important role in providing the best quality of care to patients with diabetes. Little evidence is available on how team communication networks and team climate contribute to high quality diabetes care. To determine whether primary care team communication and team climate are associated with health outcomes, health care utilization, and associated costs for patients with diabetes. A cross-sectional survey of primary care team members collected information on frequency of communication with other care team members about patient care and on team climate. Patient outcomes (glycemic, cholesterol, and blood pressure control, urgent care visits, emergency department visits, hospital visit days, medical costs) in the past 12 months for team diabetes patient panels were extracted from the electronic health record. The data were analyzed using nested (clinic/team/patient) generalized linear mixed modeling. 155 health professionals at 6 U.S. primary care clinics participated from May through December 2013. Primary care teams with a greater number of daily face-to-face communication ties among team members were associated with 52% (rate ratio=0.48, 95% CI: 0.22, 0.94) fewer hospital days and US$1220 (95% CI: -US$2416, -US$24) lower health-care costs per team diabetes patient in the past 12 months. In contrast, for each additional registered nurse (RN) who reported frequent daily face-to-face communication about patient care with the primary care practitioner (PCP), team diabetes patients had less-controlled HbA1c (Odds ratio=0.83, 95% CI: 0.66, 0.99), increased hospital days (RR=1.57, 95% CI: 1.10, 2.03), and higher healthcare costs (β=US$877, 95% CI: US$42, US$1713). Shared team vision, a measure of team climate, significantly mediated the relationship between team communication and patient outcomes. Primary care teams which relied on frequent daily face-to-face communication among more team members, and had a single RN communicating patient care

  19. Primary care team communication networks, team climate, quality of care, and medical costs for patients with diabetes: A cross-sectional study

    Science.gov (United States)

    Mundt, Marlon P.; Agneessens, Filip; Tuan, Wen-Jan; Zakletskaia, Larissa I.; Kamnetz, Sandra A.; Gilchrist, Valerie J.

    2016-01-01

    Background Primary care teams play an important role in providing the best quality of care to patients with diabetes. Little evidence is available on how team communication networks and team climate contribute to high quality diabetes care. Objective To determine whether primary care team communication and team climate are associated with health outcomes, health care utilization, and associated costs for patients with diabetes. Methods A cross-sectional survey of primary care team members collected information on frequency of communication with other care team members about patient care and on team climate. Patient outcomes (glycemic, cholesterol, and blood pressure control, urgent care visits, emergency department visits, hospital visit days, medical costs) in the past 12 months for team diabetes patient panels were extracted from the electronic health record. The data were analyzed using nested (clinic/team/patient) generalized linear mixed modeling. Participants 155 health professionals at 6 U.S. primary care clinics participated from May through December 2013. Results Primary care teams with a greater number of daily face-to-face communication ties among team members were associated with 52% (Rate Ratio=0.48, 95% CI: 0.22, 0.94) fewer hospital days and US$1220 (95% CI: -US$2416, -US$24) lower health-care costs per team diabetes patient in the past 12 months. In contrast, for each additional registered nurse (RN) who reported frequent daily face-to-face communication about patient care with the primary care practitioner (PCP), team diabetes patients had less-controlled HbA1c (Odds Ratio=0.83, 95% CI: 0.66, 0.99), increased hospital days (RR=1.57, 95% CI: 1.10, 2.03), and higher healthcare costs (β=US$877, 95% CI: US$42, US$1713). Shared team vision, a measure of team climate, significantly mediated the relationship between team communication and patient outcomes. Conclusions Primary care teams which relied on frequent daily face-to-face communication among more

  20. Occupational therapists in the interdisciplinary team setting.

    Science.gov (United States)

    Reed, S M

    1984-01-01

    The interdisciplinary team approach to patient care provides an answer to the fragmentation and confusion patients feel when dealing with our complex healthcare system. Even though the team approach has been in use for the past two decades, implementation of a successful team is very difficult and rarely sustained over a significant period of time. This is especially true in general hospitals and in physical rehabilitation programs that spring from general hospitals where the physician and the nurse are the traditional care group. Occupational therapists, as they establish roles on interdisciplinary teams as staff members and team leaders, will require a knowledge of what makes a team function effectively. They can use this knowledge to evaluate the status of their own team and contribute to changes that will insure its long-term success. Six key issues should be addressed during the planning stage of any new healthcare team to insure its continued viability. These issues are: program philosophy, client focus, role clarification, collaboration and information sharing, policies and procedures, and staff supportiveness.

  1. PERSPECTIVES ON MULTIDISCIPLINARY TEAM PROCESSES AMONG HEALTHCARE EXECUTIVES: PROCESSES THAT FACILITATE TEAM EFFECTIVENESS.

    Science.gov (United States)

    Landry, Amy; Erwin, Cathleen

    2015-01-01

    Multidisciplinary teams (MDTs) are used in healthcare organizations to address both clinical and managerial functions. Despite their prevalence, little is known about how team processes work to facilitate effectiveness among MDT leadership teams. This study explores perceptions of MDT participation experienced by organizational leaders in healthcare organizations in the United States. A survey of American College of Healthcare Executives members was conducted to assess involvement and perceptions of MDTs among health care management professionals. Descriptive statistics, independent T-Tests and Chi-square analyses were used to examine participation in MDTs, perception of MDT processes, and the association of participation and perceived processes with employee and organizational characteristics. The survey yielded a sample comprised of 492 healthcare executive or executive-track employees. An overwhelming majority indicated participation in MDTs. The study identified team processes that could use improvement including communication, cooperation, and conflict resolution. The study provides evidence that can help guide the development of training programs that focus on providing managerial leaders with strategies aimed at improving communication, coordination, and conflict resolution that will improve the effectiveness of MDT functioning in healthcare organizations.

  2. Networking activities in technology-based entrepreneurial teams

    DEFF Research Database (Denmark)

    Neergaard, Helle

    2005-01-01

    Based on social network theoy, this article investigates the distribution of networking roles and responsibilities in entrepreneurial founding teams. Its focus is on the team as a collection of individuals, thus allowing the research to address differences in networking patterns. It identifies six...... central networking activities and shows that not all founding team members are equally active 'networkers'. The analyses show that team members prioritize different networking activities and that one member in particular has extensive networking activities whereas other memebrs of the team are more...

  3. 研发团队领导、团队反思与研发团队绩效关系研究%Investigating the Relationships among R&D Team Leadership,Team Reflexivity and Team Performance

    Institute of Scientific and Technical Information of China (English)

    孙卫; 尚磊; 程根莲; 刘民婷

    2011-01-01

    针对研发团队的特点,以团队领导和团队反思理论为基础,提出了研发团队领导、团队反思与团队绩效之间关系的概念模型,并采用SEM方法进行了实证检验.结果表明,变革型领导和交易型领导都会对团队绩效直接产生影响,但前者的影响更显著;变革型领导能够通过团队反思影响团队绩效,而交易型领导不能.团队反思在鼓励性激励、智能激发、个性化关怀三个变量分别与研发团队绩效作用过程中起到了一定的中介作用.%An increased number of organizations are using teams to manage technical complexity of research and development ( R&D) activities. Team leadership is a key factor influencing R&D team performance. However, the influence of team leadership on team performance remains unclear and needs to be researched. We build a conceptual model to study the relationships among team leadership, team reflexivity and team performance based on R&D team characteristics, team leadership, and team reflexivity theories. We propose 13 hypotheses and empirically test them via questionnaire and statistics analyses.First, both transformational leadership and transactions! Leadership can directly influence R&D team performance with different degrees. Transformational leadership has a higher significant influence than transactions! Leadership on R&D team performance. Second, incentive motivation, intellectual stimulation and individualized considerations in transformational leadership can promote team reflexivity and improve R&D team performance. However, these factors cannot promote charisma, contingent reward and exception management. Therefore, transformational leadership rather than transactions! Leadership can affect R&D team performance through team reflexivity. Third, team reflexivity can mediate the effect of inspirational motivation, intellectual stimulation, and individualized considerations on R&D team performance. Team development stages can

  4. Complex approach in telecommunication engineering education: develop engineering skills by a team project

    Directory of Open Access Journals (Sweden)

    Scripcariu Luminița

    2017-01-01

    Full Text Available This paper provides an overview of the educational process of telecommunication engineering students by presenting the preparation of a team project focused on information security. Our educational approach combines basic knowledge such as mathematics with specialized engineering notions and various skills. The project theme is to design, implement and test an encryption algorithm. Students are provided with online courses, specific software programs and Internet access. They have to choose an encryption algorithm, to study its details and to write the script of the encryption algorithm in MATLAB program. The algorithm is implemented in C/C++ programming language and tested. Finally, a concurrent team tries to break the algorithm by finding the decryption key. It is an interactive approach which combines various education methods including gaming concepts. The covered topics provide students professional outcomes such as knowledge and use of specific mathematical tools and software environments (C/C ++ programming languages, MATLAB, abilities to design, develop, implement and test software algorithms. The project also provides transversal outcomes such as ability to team work, skills of computer use and information technology and capability to take responsibilities. Creativity is also encouraged by extending the algorithm to other encryption key lengths than the usual ones.

  5. Decision making in a multidisciplinary cancer team: does team discussion result in better quality decisions?

    Science.gov (United States)

    Kee, Frank; Owen, Tracy; Leathem, Ruth

    2004-01-01

    To establish whether treatment recommendations made by clinicians concur with the best outcomes predicted from their prognostic estimates and whether team discussion improves the quality or outcome of their decision making, the authors studied real-time decision making by a lung cancer team. Clinicians completed pre- and postdiscussion questionnaires for 50 newly diagnosed patients. For each patient/doctor pairing, a decision model determined the expected patient outcomes from the clinician's prognostic estimates. The difference between the expected utility of the recommended treatment and the maximum utility derived from the clinician's predictions of the outcomes (the net utility loss) following all potential treatment modalities was calculated as an indicator of quality of the decision. The proportion of treatment decisions changed by the multidisciplinary team discussion was also calculated. Insofar as the change in net utility loss brought about by multidisciplinary team discussion was not significantly different from zero, team discussion did not improve the quality of decision making overall. However, given the modest power of the study, these findings must be interpreted with caution. In only 23 of 87 instances (26%) in which an individual specialist's initial treatment preference differed from the final group judgment did the specialist finally concur with the group treatment choice after discussion. This study does not support the theory that team discussion improves decision making by closing a knowledge gap.

  6. Author Details

    African Journals Online (AJOL)

    Personality profiles of recreational scuba divers. Abstract · Vol 17, No 4 (2011): Part 1 - Articles Measurement of Heart Rate Variability and Salivary Cortisol Levels in Beginner Scuba Divers Abstract · Vol 20, No 3-2 (2014) - Articles Measurement of cognitive and somatic anxiety amongst first team high school rugby players

  7. Recent Experiences of the NASA Engineering and Safety Center (NESC) Guidance Navigation and Control (GN and C) Technical Discipline Team (TDT)

    Science.gov (United States)

    Dennehy, Cornelius J.

    2011-01-01

    The NASA Engineering and Safety Center (NESC) is an independently funded NASA Program whose dedicated team of technical experts provides objective engineering and safety assessments of critical, high risk projects. NESC's strength is rooted in the diverse perspectives and broad knowledge base that add value to its products, affording customers a responsive, alternate path for assessing and preventing technical problems while protecting vital human and national resources. The Guidance Navigation and Control (GN&C) Technical Discipline Team (TDT) is one of fifteen such discipline-focused teams within the NESC organization. The TDT membership is composed of GN&C specialists from across NASA and its partner organizations in other government agencies, industry, national laboratories, and universities. This paper will briefly define the vision, mission, and purpose of the NESC organization. The role of the GN&C TDT will then be described in detail along with an overview of how this team operates and engages in its objective engineering and safety assessments of critical NASA.

  8. Team-based learning for midwifery education.

    Science.gov (United States)

    Moore-Davis, Tonia L; Schorn, Mavis N; Collins, Michelle R; Phillippi, Julia; Holley, Sharon

    2015-01-01

    Many US health care and education stakeholder groups, recognizing the need to prepare learners for collaborative practice in complex care environments, have called for innovative approaches in health care education. Team-based learning is an educational method that relies on in-depth student preparation prior to class, individual and team knowledge assessment, and use of small-group learning to apply knowledge to complex scenarios. Although team-based learning has been studied as an approach to health care education, its application to midwifery education is not well described. A master's-level, nurse-midwifery, didactic antepartum course was revised to a team-based learning format. Student grades, course evaluations, and aggregate American Midwifery Certification Board examination pass rates for 3 student cohorts participating in the team-based course were compared with 3 student cohorts receiving traditional, lecture-based instruction. Students had mixed responses to the team-based learning format. Student evaluations improved when faculty added recorded lectures as part of student preclass preparation. Statistical comparisons were limited by variations across cohorts; however, student grades and certification examination pass rates did not change substantially after the course revision. Although initial course revision was time-consuming for faculty, subsequent iterations of the course required less effort. Team-based learning provides students with more opportunity to interact during on-site classes and may spur application of knowledge into practice. However, it is difficult to assess the effect of the team-based learning approach with current measures. Further research is needed to determine the effects of team-based learning on communication and collaboration skills, as well as long-term performance in clinical practice. This article is part of a special series of articles that address midwifery innovations in clinical practice, education, interprofessional

  9. 34 CFR 300.321 - IEP Team.

    Science.gov (United States)

    2010-07-01

    ... 34 Education 2 2010-07-01 2010-07-01 false IEP Team. 300.321 Section 300.321 Education Regulations... Placements Individualized Education Programs § 300.321 IEP Team. (a) General. The public agency must ensure that the IEP Team for each child with a disability includes— (1) The parents of the child; (2) Not less...

  10. Diversity, Effort, and Cooperation in Team-Based Learning

    Science.gov (United States)

    Espey, Molly

    2018-01-01

    Student and team performance in 17 sections of an introductory microeconomic theory course taught using team-based learning are analyzed to determine what measurable characteristics of teams influence team and individual outcomes. Results suggest that team performance is positively influenced by the grade point average of the top individual on the…

  11. Evaluating trauma team performance in a Level I trauma center: Validation of the trauma team communication assessment (TTCA-24).

    Science.gov (United States)

    DeMoor, Stephanie; Abdel-Rehim, Shady; Olmsted, Richard; Myers, John G; Parker-Raley, Jessica

    2017-07-01

    Nontechnical skills (NTS), such as team communication, are well-recognized determinants of trauma team performance and good patient care. Measuring these competencies during trauma resuscitations is essential, yet few valid and reliable tools are available. We aimed to demonstrate that the Trauma Team Communication Assessment (TTCA-24) is a valid and reliable instrument that measures communication effectiveness during activations. Two tools with adequate psychometric strength (Trauma Nontechnical Skills Scale [T-NOTECHS], Team Emergency Assessment Measure [TEAM]) were identified during a systematic review of medical literature and compared with TTCA-24. Three coders used each tool to evaluate 35 stable and 35 unstable patient activations (defined according to Advanced Trauma Life Support criteria). Interrater reliability was calculated between coders using the intraclass correlation coefficient. Spearman rank correlation coefficient was used to establish concurrent validity between TTCA-24 and the other two validated tools. Coders achieved an intraclass correlation coefficient of 0.87 for stable patient activations and 0.78 for unstable activations scoring excellent on the interrater agreement guidelines. The median score for each assessment showed good team communication for all 70 videos (TEAM, 39.8 of 54; T-NOTECHS, 17.4 of 25; and TTCA-24, 87.4 of 96). A significant correlation between TTTC-24 and T-NOTECHS was revealed (p = 0.029), but no significant correlation between TTCA-24 and TEAM (p = 0.77). Team communication was rated slightly better across all assessments for stable versus unstable patient activations, but not statistically significant. TTCA-24 correlated with T-NOTECHS, an instrument measuring nontechnical skills for trauma teams, but not TEAM, a tool that assesses communication in generic emergency settings. TTCA-24 is a reliable and valid assessment that can be a useful adjunct when evaluating interpersonal and team communication during trauma

  12. Gender diversity in teams

    OpenAIRE

    Ghazala Azmat

    2014-01-01

    Women’s representation on corporate boards, political committees, and other teams is increasing, in part because of legal mandates. Data on team dynamics and gender differences in preferences (risk-taking behavior, taste for competition, prosocial behavior) show how gender composition influences group decision-making and subsequent performance through channels such as investment decisions, internal management, corporate governance, and social responsibility.

  13. Development and validation of an instrument for measuring the quality of teamwork in teaching teams in postgraduate medical training (TeamQ).

    Science.gov (United States)

    Slootweg, Irene A; Lombarts, Kiki M J M H; Boerebach, Benjamin C M; Heineman, Maas Jan; Scherpbier, Albert J J A; van der Vleuten, Cees P M

    2014-01-01

    Teamwork between clinical teachers is a challenge in postgraduate medical training. Although there are several instruments available for measuring teamwork in health care, none of them are appropriate for teaching teams. The aim of this study is to develop an instrument (TeamQ) for measuring teamwork, to investigate its psychometric properties and to explore how clinical teachers assess their teamwork. To select the items to be included in the TeamQ questionnaire, we conducted a content validation in 2011, using a Delphi procedure in which 40 experts were invited. Next, for pilot testing the preliminary tool, 1446 clinical teachers from 116 teaching teams were requested to complete the TeamQ questionnaire. For data analyses we used statistical strategies: principal component analysis, internal consistency reliability coefficient, and the number of evaluations needed to obtain reliable estimates. Lastly, the median TeamQ scores were calculated for teams to explore the levels of teamwork. In total, 31 experts participated in the Delphi study. In total, 114 teams participated in the TeamQ pilot. The median team response was 7 evaluations per team. The principal component analysis revealed 11 factors; 8 were included. The reliability coefficients of the TeamQ scales ranged from 0.75 to 0.93. The generalizability analysis revealed that 5 to 7 evaluations were needed to obtain internal reliability coefficients of 0.70. In terms of teamwork, the clinical teachers scored residents' empowerment as the highest TeamQ scale and feedback culture as the area that would most benefit from improvement. This study provides initial evidence of the validity of an instrument for measuring teamwork in teaching teams. The high response rates and the low number of evaluations needed for reliably measuring teamwork indicate that TeamQ is feasible for use by teaching teams. Future research could explore the effectiveness of feedback on teamwork in follow up measurements.

  14. Team Dynamics. Implications for Coaching.

    Science.gov (United States)

    Freishlag, Jerry

    1985-01-01

    A recent survey of coaches ranks team cohesion as the most critical problem coaches face. Optimal interpersonal relationships among athletes and their coaches can maximize collective performance. Team dynamics are discussed and coaching tips are provided. (MT)

  15. Detailed Design and Fabrication Method of the ITER Vacuum Vessel Ports

    International Nuclear Information System (INIS)

    Hee-Jae Ahn; Kwon, T.H.; Hong, Y.S.

    2006-01-01

    The engineering design of the ITER vacuum vessel (VV) has been progressed by the ITER International Team (IT) with the cooperation of several participant teams (PT). The VV and ports are the components allocated to Korea for the construction of the ITER. Hyundai Heavy Industries has been involved in the structural analysis, detailed design and development of the fabrication method of the upper and lower ports within the framework of the ITER transitional arrangements (ITA). The design of the port structures has been investigated to validate and to improve the conceptual designs of the ITER IT and other PT. The special emphasis was laid on the flange joint between the port extension and the in-port plug to develop the design of the upper port. The modified design with a pure friction type flange with forty-eight pieces of bolts instead of the tangential key is recommended. Furthermore, the alternative flange designs developed by the ITER IT have been analyzed in detail to simplify the lip seal maintenance into the port flange. The structural analyses of the lower RH port have been also performed to verify the capacity for supporting the VV. The maximum stress exceeds the allowable value at the reinforcing block and basement. More elaborate local models have been developed to mitigate the stress concentration and to modify the component design. The fabrication method and the sequence of the detailed fabrication for the ports are developed focusing on the cost reduction as well as the simplification. A typical port structure includes a port stub, a stub extension and a port extension with a connecting duct. The fabrication sequence consists of surface treatment, cutting, forming, cleaning, welding, machining, and non-destructive inspection and test. Tolerance study has been performed to avoid the mismatch of each fabricated component and to obtain the suitable tolerances in the assembly at the shop and site. This study is based on the experience in the fabrication of

  16. Team physicians in college athletics.

    Science.gov (United States)

    Steiner, Mark E; Quigley, D Bradford; Wang, Frank; Balint, Christopher R; Boland, Arthur L

    2005-10-01

    There has been little documentation of what constitutes the clinical work of intercollegiate team physicians. Team physicians could be recruited based on the needs of athletes. A multidisciplinary team of physicians is necessary to treat college athletes. Most physician evaluations are for musculoskeletal injuries treated nonoperatively. Descriptive epidemiology study. For a 2-year period, a database was created that recorded information on team physician encounters with intercollegiate athletes at a major university. Data on imaging studies, hospitalizations, and surgeries were also recorded. The diagnoses for physician encounters with all undergraduates through the university's health service were also recorded. More initial athlete evaluations were for musculoskeletal diagnoses (73%) than for general medical diagnoses (27%) (P respiratory infections and dermatologic disorders, or multiple visits for concussions. Football accounted for 22% of all physician encounters, more than any other sport (P athletes did not require a greater number of physician encounters than did the general undergraduate pool of students on a per capita basis. Intercollegiate team physicians primarily treat musculoskeletal injuries that do not require surgery. General medical care is often single evaluations of common conditions and repeat evaluations for concussions.

  17. Author Details

    African Journals Online (AJOL)

    Amujiri, BA. Vol 1, No 4 (2012) - Articles Budgeting at Local Government Level: Preparation, Problems and Prospects Abstract PDF · Vol 1, No 2 (2009) - Articles Human Trafficking and Child Abuse: Their Effect on Our Nation's Image Abstract PDF · Vol 1, No 3 (2010) - Articles Managing Project Team in Local Government

  18. Team performance and collective efficacy in the dynamic psychology of competitive team: a Bayesian network analysis.

    Science.gov (United States)

    Fuster-Parra, P; García-Mas, A; Ponseti, F J; Leo, F M

    2015-04-01

    The purpose of this paper was to discover the relationships among 22 relevant psychological features in semi-professional football players in order to study team's performance and collective efficacy via a Bayesian network (BN). The paper includes optimization of team's performance and collective efficacy using intercausal reasoning pattern which constitutes a very common pattern in human reasoning. The BN is used to make inferences regarding our problem, and therefore we obtain some conclusions; among them: maximizing the team's performance causes a decrease in collective efficacy and when team's performance achieves the minimum value it causes an increase in moderate/high values of collective efficacy. Similarly, we may reason optimizing team collective efficacy instead. It also allows us to determine the features that have the strongest influence on performance and which on collective efficacy. From the BN two different coaching styles were differentiated taking into account the local Markov property: training leadership and autocratic leadership. Copyright © 2014 Elsevier B.V. All rights reserved.

  19. SYNERGY EFFECTS IN WORK TEAMS

    Directory of Open Access Journals (Sweden)

    Raluca C. ZOLTAN

    2014-06-01

    Full Text Available Today’s organization increasingly utilizes all kind of teams in order to surpass their competitors through flexibility, adaptability and innovation, features which are seen to characterize the teams. For this purpose, the concept of synergy in teams’ activity is often mentioned as the prime reason for which collective work is considered to be superior comparative with individual work. But what exactly does it mean? The present paper aims to shed some light on the concept of synergy in work teams and its positive effects, namely, the social consequences of collective work such as social compensation, social indispensability, social comparison, social identity, but also its negative effects, such as free-riding, social loafing and sucker effect. These are important group phenomena that managers should be aware of because they have a major impact on team performance, and consequently, on organization performance.

  20. Dynamics of Research Team Formation in Complex Networks

    Science.gov (United States)

    Sun, Caihong; Wan, Yuzi; Chen, Yu

    Most organizations encourage the formation of teams to accomplish complicated tasks, and vice verse, effective teams could bring lots benefits and profits for organizations. Network structure plays an important role in forming teams. In this paper, we specifically study the dynamics of team formation in large research communities in which knowledge of individuals plays an important role on team performance and individual utility. An agent-based model is proposed, in which heterogeneous agents from research communities are described and empirically tested. Each agent has a knowledge endowment and a preference for both income and leisure. Agents provide a variable input (‘effort’) and their knowledge endowments to production. They could learn from others in their team and those who are not in their team but have private connections in community to adjust their own knowledge endowment. They are allowed to join other teams or work alone when it is welfare maximizing to do so. Various simulation experiments are conducted to examine the impacts of network topology, knowledge diffusion among community network, and team output sharing mechanisms on the dynamics of team formation.

  1. Managing Inclusiveness and Diversity in Teams: How Leader Inclusiveness Affects Performance through Status and Team Identity

    OpenAIRE

    Mitchell, Rebecca; Boyle, Brendan; Parker, Vicki; Giles, Michelle; Chiang, Vico; Joyce, Pauline

    2015-01-01

    While there is increasing pressure to work collaboratively in interprofessional teams, health professionals often continue to operate in uni-professional silos. Leader inclusiveness is directed toward encouraging and valuing the different viewpoints of diverse members within team interactions, and has significant potential to overcome barriers to interprofessional team performance. In order to better understand the influence of leader inclusiveness, we develop and investigate a model of its e...

  2. Commodity Team Motivation and Performance

    DEFF Research Database (Denmark)

    Englyst, Linda; Jørgensen, Frances; Johansen, John

    2007-01-01

    This article explores factors influencing the motivation and performance of commodity teams in a global sourcing context. Several challenges are related to the classical dilemma of matrix organization, but with particular implications in this specific context of purchasing. We report on a reward...... system which was intended to support collective team effort, yet enhanced conflicts of interest in the matrix structure, discuss leadership, goal alignment and career tracks, and debate when and whether a team structure is appropriate in the pursuit of corporate purchasing synergies. The article is based...

  3. Managing Virtual Product Development team: A Review

    Directory of Open Access Journals (Sweden)

    Amir Mohammad Colabi

    2014-05-01

    Full Text Available Although there are many potential benefits associated with the use of virtual product development teams, exploiting these benefits requires an appropriate management. Managing virtual product development team is a critical issue as many of these teams fail to accomplish their goals. Review of previous literature shows that body of knowledge in managing virtual product development teams is fragmented and inconsistent. The main objective of this paper is to categorize the previous research on the subject of virtual product development team management in order to integrate the research into a thematic model and to enable recommendations for future research. So, this study reviews and summarizes empirical research in the field, also conceptual and qualitative papers, experiences, reports and explorative case studies. Results show that there are three fields of research in this area, including: Virtual production and Virtual team in Product Development, Managing virtual team in R&D[1] and product development, Managing global virtual product development teams. In order to organize previous studies in this area, a thematic map is proposed which shows the structure and sequence of research. Finally, a comprehensive discussion on the future directions in this field is proposed.

  4. The myth of the team captain as principal leader: extending the athlete leadership classification within sport teams.

    Science.gov (United States)

    Fransen, Katrien; Vanbeselaere, Norbert; De Cuyper, Bert; Vande Broek, Gert; Boen, Filip

    2014-01-01

    Although coaches and players recognise the importance of leaders within the team, research on athlete leadership is sparse. The present study expands knowledge of athlete leadership by extending the current leadership classification and exploring the importance of the team captain as formal leader of the team. An online survey was completed by 4,451 participants (31% females and 69% males) within nine different team sports in Flanders (Belgium). Players (N = 3,193) and coaches (N = 1,258) participated on all different levels in their sports. Results revealed that the proposed additional role of motivational leader was perceived as clearly distinct from the already established roles (task, social and external leader). Furthermore, almost half of the participants (44%) did not perceive their captain as the principal leader on any of the four roles. These findings underline the fact that the leadership qualities attributed to the captain as the team's formal leader are overrated. It can be concluded that leadership is spread throughout the team; informal leaders rather than the captain take the lead, both on and off the field.

  5. Author Details

    African Journals Online (AJOL)

    Details PDF · Vol 22, No 2 (1999) - Articles Vegetation under different tree species in Acacia woodland in the Rift Valley of Ethiopia Details PDF · Vol 22, No 2 (1999) - Articles Preliminary evaluation of Phytomyza orobanchia (Diptera: Agromyzidae) as a controller of Orobanche spp in Ethiopia Details PDF. ISSN: 2520–7997.

  6. The social network among engineering design teams and their creativity : A case study among teams in two product development programs

    NARCIS (Netherlands)

    Kratzer, Jan; Leenders, Roger Th. A. J.; Van Engelen, Jo M. L.

    Since the creative product development task requires the teams to combine and integrate input from multiple other teams, the team's structure of interaction is an important determinant of their creativity. In this study we investigate different structural aspects of social networks of such team's

  7. Italian validation of the team climate inventory: a measure of team climate for innovation

    NARCIS (Netherlands)

    Ragazzoni, P.; Baiardi, P.; Zotti, A.M.; Anderson, N.; West, M.A.

    2002-01-01

    Innovation has long been an area of interest to social scientists, and particularly to psychologists working in organisational settings. The team climate inventory (TCI) is a facet-specific measure of team climate for innovation that provides a picture of the level and quality of teamwork in a unit

  8. Psychological contracts in self-directed work teams : Development of a validated scale and its effect on team commitment

    NARCIS (Netherlands)

    Schreuder, F.; Schalk, R.; de Jong, J.P.

    2017-01-01

    Purpose This study aims to examine reciprocal exchange in teams using a psychological contract (PC) framework. Adopting Rousseau’s conceptualization of the contract, the authors explore the extent to which the team members reciprocate perceived team obligations and fulfilment by adjusting their own

  9. Diverse Teams Drive Leadership Development

    DEFF Research Database (Denmark)

    Holck, Lotte; Hjortlund Andersen, Lotte

    New research from ISS Denmark shows that leading diverse teams strengthens leaders’ competencies within communication, relationship building and talent development and ensures inclusion. This has a reinforcing effect as the better the leadership, the better the heterogeneous team will function....

  10. Path to 'Stardom' in Globally Distributed Hybrid Teams

    DEFF Research Database (Denmark)

    Sarker, Suprateek; Hove-Kirkeby, Sarah; Sarker, Saonee

    2011-01-01

    recognition that specific individuals within such teams are often critical to the team's performance. Consequently, existing knowledge about such teams may be enhanced by examining the factors that affect the performance of individual team members. This study attempts to address this need by identifying...... individuals who emerge as “stars” in globally distributed teams involved in knowledge work such as information systems development (ISD). Specifically, the study takes a knowledge-centered view in explaining which factors lead to “stardom” in such teams. Further, it adopts a social network approach consistent......Although distributed teams have been researched extensively in information systems and decision science disciplines, a review of the literature suggests that the dominant focus has been on understanding the factors affecting performance at the team level. There has however been an increasing...

  11. Intercultural team maturity model: Unity, diversity, capability. Achieving optimal performance when leading \\ud a multicultural project team

    OpenAIRE

    Prabhakar, G. P.; Walker, S.

    2005-01-01

    Our research helps to judge ‘maturity’ as an asset to projects and heightens awareness of situational leadership, using intercultural team maturity levels as a tool for optimal project leadership success.\\ud \\ud This study focuses on exactly how to analyse the team members’ ability to adapt to complex intercultural project environments, using an intercultural team maturity model.

  12. The Project Team: Features, Effectiveness and Leadership

    Directory of Open Access Journals (Sweden)

    Ramona-Elena GABREA

    2017-06-01

    Full Text Available The project team that is responsible for providing flexibility and innovation to this structure in order to enable organizations to remain successful (1. The very nature of the project team's work underpins a collective task much more complex than that assumed by other types of work teams. The aim of this paper is to explore the main factors that determine the project team effectiveness. The research methodology was the literature review. The main finding reveals that the organizational structure of projects and the project team should not be considered as a panacea for all problems of organizational effectiveness.

  13. Specialized instrument for radiation assistance teams

    International Nuclear Information System (INIS)

    Applegate, J.A.

    1985-08-01

    A specialized multiradiation instrument for radiation assistance teams (RAT's) has been designed; a working prototype has been constructed and field tested. The instrument detects alpha, beta, and gamma radiation simultaneously with simple red, yellow, and green meter indications and audio outputs. It is basically intended for DOE radiation assistance teams but would have application to any government, military, or industrial radiation accident team

  14. Author Details

    African Journals Online (AJOL)

    Smith, J. Vol 22, No 1 (2012) - Articles Review: Methamphetamine use by pregnant women: Impact on the neonate and challenges for the perinatal team. Abstract. ISSN: 1027-9148. AJOL African Journals Online. HOW TO USE AJOL... for Researchers · for Librarians · for Authors · FAQ's · More about AJOL · AJOL's Partners ...

  15. Team sponsors in community-based health leadership programs.

    Science.gov (United States)

    Patterson, Tracy Enright; Dinkin, Donna R; Champion, Heather

    2017-05-02

    Purpose The purpose of this article is to share the lessons learned about the role of team sponsors in action-learning teams as part of community-based health leadership development programs. Design/methodology/approach This case study uses program survey results from fellow participants, action learning coaches and team sponsors to understand the value of sponsors to the teams, the roles they most often filled and the challenges they faced as team sponsors. Findings The extent to which the sponsors were perceived as having contributed to the work of the action learning teams varied greatly from team to team. Most sponsors agreed that they were well informed about their role. The roles sponsors most frequently played were to provide the teams with input and support, serve as a liaison to the community and serve as a sounding board, motivator and cheerleader. The most common challenges or barriers team sponsors faced in this role were keeping engaged in the process, adjusting to the role and feeling disconnected from the program. Practical implications This work provides insights for program developers and community foundations who are interested in building the capacity for health leadership by linking community sponsors with emerging leaders engaged in an action learning experience. Originality/value This work begins to fill a gap in the literature. The role of team sponsors has been studied for single organization work teams but there is a void of understanding about the role of sponsors with multi-organizational teams working to improve health while also learning about leadership.

  16. Team Climate Inventory with a merged organization.

    Science.gov (United States)

    Dackert, Ingrid; Brenner, Sten-Olof; Johansson, Curt R

    2002-10-01

    The present study examines the team climate for innovation in work teams within a newly merged organization. Four teams working at a regional head office of a Social Insurance organization answered the Team Climate Inventory. The results were compared to those of a study by Agrell and Gustafson of more stable teams. The comparison showed that participative safety and support for innovation were rated lower and that vision was rated higher in the newly merged teams. The 38-item original inventory was used and based on the results, a 1999 proposed shortened version of 14 items by Kivimäki and Elovainio was compared with the original one. Analysis indicated that the short version can be a valid alternative to the original version but that further testing of the short version is needed.

  17. Innovative health care delivery teams: learning to be a team player is as important as learning other specialised skills.

    Science.gov (United States)

    Fitzgerald, Anneke; Davison, Graydon

    2008-01-01

    The purpose of the paper is to show that free flowing teamwork depends on at least three aspects of team life: functional diversity, social cohesion and superordinate identity. The paper takes the approach of a discussion, arguing for a strong need to understand multidisciplinary and cross-functional barriers for achieving team goals in the context of health care. These barriers include a strong medically dominated business model, historically anchored delineations between professional identities and a complex organisational environment where individuals may have conflicting goals. The paper finds that the complexity is exacerbated by the differences between and within health care teams. It illustrates the differences by presenting the case of an operating theatre team. Whilst the paper recommends some ideas for acquiring these skills, further research is needed to assess effectiveness and influence of team skills training on optimising multidisciplinary interdependence in the health care environment. The paper shows that becoming a team member requires team membership skills.

  18. Burden Experienced by Family Caregivers of Patients at the End of Life: What do General Practice Teams Offer?

    Science.gov (United States)

    Krug, K; Bölter, R; Ballhausen, R A; Engeser, P; Peters-Klimm, F

    2016-09-01

    The aim of the study: was to determine how far general practice teams are prepared to relieve family caregivers of palliative patients from their caregiving burden, the support they actually offer, and where they identify needs for improvement. Method: Focus groups and interviews on the issues of identification and support of family caregivers were conducted with practice teams (general practitioners, GPs, and medical assistants, MAs) and the results qualitatively analyzed. Results: 21 participants (14 GPs, 7 MAs) from 13 practices identified burdened family caregivers, thereupon offered support and provided contact details to local consultation services. They suggested to family caregivers that they should use their social network to create room for meeting their own needs. Conclusions: Practice teams use a multitude of individualized and unsystematic approaches to support family caregivers. In further studies within the framework of this project, systematic approaches will be identified and tried out. © Georg Thieme Verlag KG Stuttgart · New York.

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

    OpenAIRE

    Boen, Filip; Steffens, Niklas; Haslam, S.; Peters, Kim; Mallett, Cliff; Fransen, Katrien

    2017-01-01

    Objectives. 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. Design. Three professional football teams (N = 135) participated in our study during the preparation phase for the Australian 2016 season. Methods. Players and coaching staff were asked to assess players’ leadership quality in...

  20. Rapid improvement teams.

    Science.gov (United States)

    Alemi, F; Moore, S; Headrick, L; Neuhauser, D; Hekelman, F; Kizys, N

    1998-03-01

    Suggestions, most of which are supported by empirical studies, are provided on how total quality management (TQM) teams can be used to bring about faster organizationwide improvements. Ideas are offered on how to identify the right problem, have rapid meetings, plan rapidly, collect data rapidly, and make rapid whole-system changes. Suggestions for identifying the right problem include (1) postpone benchmarking when problems are obvious, (2) define the problem in terms of customer experience so as not to blame employees nor embed a solution in the problem statement, (3) communicate with the rest of the organization from the start, (4) state the problem from different perspectives, and (5) break large problems into smaller units. Suggestions for having rapid meetings include (1) choose a nonparticipating facilitator to expedite meetings, (2) meet with each team member before the team meeting, (3) postpone evaluation of ideas, and (4) rethink conclusions of a meeting before acting on them. Suggestions for rapid planning include reducing time spent on flowcharting by focusing on the future, not the present. Suggestions for rapid data collection include (1) sample patients for surveys, (2) rely on numerical estimates by process owners, and (3) plan for rapid data collection. Suggestions for rapid organizationwide implementation include (1) change membership on cross-functional teams, (2) get outside perspectives, (3) use unfolding storyboards, and (4) go beyond self-interest to motivate lasting change in the organization. Additional empirical investigations of time saved as a consequence of the strategies provided are needed. If organizations solve their problems rapidly, fewer unresolved problems may remain.