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Team Processes (team + process)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	66%
Medical Sciences	33%

Selected Abstracts

The Stages of Group Development: A Retrospective Study of Dynamic Team Processes

CANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 2 2003
Diane L. Miller
The number of organizations using teamwork is increasing. The team phenomenon has heightened our need to better understand what makes these groups more or less effective. Unfortunately, methods of assessing dynamic team processes such as group development have been limited. The purpose of this study was to create a simpler quantitative method of measuring temporal changes in group processes. A retrospective questionnaire was developed to measure the constructs of Tuckman's stage development model. Both the reliability and content validity analyses provided evidence that the retrospective method can be used to evaluate group development stages. Résumé Le nombre d'organisations ayant recours au travail d'équipe est à la hausse. Le phénomène de l'«équipe » accroît la nécessité de mieux comprendre ce qui rend ces groupes plus ou mains performants. Malheureusement, les méthodes d'évaluation du type d'interactions au sein du groupe et de la dynamique qui en résulte, restent limitées. Le but de cette étude est de créer une méthode quantitative plus simple pour mesurer les changements temporels dans la dynamique de groupe. Un questionnaire rétrospectif a été élaboré pour mesurer les facteurs du modèle à phases de Tuckman. Les analyses relatives à la fiabilité et celles relatives à la validité, ont montré que la méthode rétrospective peut servir à évaluer les phases du développement du groupe. [source]

Scaling the quality of teammates' mental models: equifinality and normative comparisons

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 1 2005
John E. Mathieu
We tested the impact of teammates' team and task mental model sharedness on team processes and performance using 70 undergraduate teams that completed a series of missions on a PC-based flight simulator. Moreover, we considered how the quality of mental models might moderate such relationships. Team processes were found to partially mediate the relationship between task mental model sharedness and team performance. Although team mental model sharedness failed to exhibit a significant linear relationship with team processes or performance, it did evidence a multiplicative relationship as moderated by the quality of those models. Team processes and performance were better among teams sharing higher-quality team mental models than among teams evidencing less sharedness or who had lower-quality models. Again, team processes partially mediated these relationships. Results are discussed in terms of the equifinality of mental model quality and applications to various team environments. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Therapists' experiences and perceptions of teamwork in neurological rehabilitation: reasoning behind the team approach, structure and composition of the team and teamworking processes

PHYSIOTHERAPY RESEARCH INTERNATIONAL, Issue 2 2006
Kitty Maria Suddick
Abstract Background and Purpose.,Teamwork and the interdisciplinary team approach have been strongly advocated for use in the provision of neurological rehabilitation services. However, whether teamwork has been adopted, and in what form, has yet to be established. The present study investigated therapists' experiences and perceptions of the reasoning behind the team approach in neurological rehabilitation, the structure and composition of the team within which they worked and the teamworking process,Method.,This article reports part of an exploratory qualitative study. Five occupational therapists and five physiotherapists from three teams: a rehabilitation centre; a community team; and a stroke unit based within the UK. Semi-structured interviews were undertaken with each participant and then transcribed. Content and thematic analysis of the qualitative interview data was carried out, with respondents validating both the transcription and analysis stages.,Results.,Perceived composition and structure of the neurological rehabilitation team was variable across teams and between individual team members. There was disparity as to whether patients were included within the neurological team; the interdisciplinary team approach had not been consistently adopted and there were sub-teams and other team memberships in existence. Reasoning behind the team approach supported the perceived benefits of teamwork from a number of perspectives, and the activities reported as part of the team process were diverse.,Conclusions.,Different teams may choose to use different strategies depending on the aims and context of the team effort. In some instances interdisciplinary teamwork and patient-centred approaches were not adopted consistently and the process of teamwork itself is both complex and diverse. Copyright © 2006 John Wiley & Sons, Ltd. [source]

Scaling the quality of teammates' mental models: equifinality and normative comparisons

Putting teamwork in context

MEDICAL EDUCATION, Issue 11 2000
Noel Boaden
Multidisciplinary teamwork is becoming more important in both the delivery of health care and in the organization and management of that delivery. The first of these has been accepted but traditional professional education has done little to address the challenge it presents to professionals. Recent reforms in the British NHS have made the challenge more urgent. Professionals must work together but in increasingly flexible and innovatory ways. They are also required to play more formal roles in NHS management and policy. Where teamwork has been addressed in professional education it has concentrated on the inter-personal dynamics of working teams. This remains important but to respond effectively to the new challenges curricula and educational practice will have to be clearer about the variety of teams involved and the importance of the context within which teams work. One view is offered as to how that context might be understood in order to map team diversity. Two models are offered to help develop multidisciplinary team learning. One of these deals with key aspects of the organizational setting and the other with factors that affect team processes. It is argued that both should help to facilitate multidisciplinary curriculum development but also suggest learning needs to be met within unidisciplinary professional education. Concentration on team dynamics alone will not deliver the teamwork required in the new NHS. [source]

Managing Diversity in U.S. Federal Agencies: Effects of Diversity and Diversity Management on Employee Perceptions of Organizational Performance

PUBLIC ADMINISTRATION REVIEW, Issue 1 2010
Sungjoo Choi
Diversity in the workplace is a central issue for contemporary organizational management. Concomitantly, managing increased diversity deserves greater concern in public, private, and nonprofit organizations. The authors address the effects of diversity and diversity management on employee perceptions of organizational performance in U.S. federal agencies by developing measures of three variables: diversity, diversity management, and perceived organizational performance. Drawing from the Central Personnel Data File and the 2004 Federal Human Capital Survey, their findings suggest that racial diversity relates negatively to organizational performance. When moderated by diversity management policies and practices and team processes, however, racial diversity correlates positively with organizational performance. Gender and age diversity and their interactions with contextual variables produce mixed results, suggesting that gender and age diversity reflect more complicated relationships. This article provides evidence for several benefits derived from effectively managing diversity. [source]

Defining Team Performance for Simulation-based Training: Methodology, Metrics, and Opportunities for Emergency Medicine

ACADEMIC EMERGENCY MEDICINE, Issue 11 2008
Marc J. Shapiro MD
Abstract Across health care, teamwork is a critical element for effective patient care. Yet, numerous well-intentioned training programs may fail to achieve the desired outcomes in team performance. Hope for the improvement of teamwork in health care is provided by the success of the aviation and military communities in utilizing simulation-based training (SBT) for training and evaluating teams. This consensus paper 1) proposes a scientifically based methodology for SBT design and evaluation, 2) reviews existing team performance metrics in health care along with recommendations, and 3) focuses on leadership as a target for SBT because it has a high likelihood to improve many team processes and ultimately performance. It is hoped that this discussion will assist those in emergency medicine (EM) and the larger health care field in the design and delivery of SBT for training and evaluating teamwork. [source]

Inside Management Teams: Developing a Teamwork Survey Instrument

BRITISH JOURNAL OF MANAGEMENT, Issue 2 2007
Barbara Senior
This article reports the development of a measure of teamwork for use with management teams. A five-stage process was followed. First, a model of teamwork including team processes was generated through empirical research involving the elicitation of 600 team performance constructs from members of management teams and from theoretical considerations. Second, items were written to operationalize the model. Third, data from 220 members of management teams working in private- and public-sector organizations were factor analysed in order to establish the scale structure of the instrument. Fourth, data from a second sample of 16 complete management teams were collected in order to assess within-team properties of the instrument. Lastly, convergent and criterion-related validity were assessed. The resulting ,Teamwork Survey', is a 7-scale, 36-item general-purpose questionnaire that can be used in further research and in consulting interventions. [source]