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Purpose: We aimed to analyze the impact of the transition to the hybrid model of teamwork and team dynamics from the perspective of the five key challenges, i.e. communication, coordination, connection, creativity and culture. Design/methodology/approach: To achieve the stated aim, we conducted a literature review and then an exploratory qualitative study. We split the research into phases: December 2021 to January 2022 and July to August 2022. In the first phase, we conducted computer-assisted online interviews (CAWIs) with all members of the remote team and an in-depth interview with the manager. After the transition from remote to hybrid work in February 2022, we returned to the team to conduct in-depth interviews with team leaders and the manager. Findings: We identified key findings, i.e. managerial implications of differences across the 5 Cs (communication, coordination, connection, creativity and culture) noted in the functioning of the analyzed team as the team shifted from fully remote work to the hybrid work model. Research limitations/implications: We concluded that if people do not spend time together and are not impregnated with the unique culture and values of a given organization, they will not feel a connection to its distinctive ethos and may choose to leave. In the longer-term, the last challenge may be the biggest single opportunity for employees post-pandemic and concurrently the single biggest challenge that organizational leadership will need to address, given that sustainable market success depends on talent. Originality/value: The results showed that team communication, teamwork coordination, social and emotional connections among team members, nurturing of creativity, as well as of the organizational culture were of high importance to the team in the hybrid work model. Thus, we confirmed the findings of other authors. The study contributes to our understanding of the impact of the hybrid work model on teamwork and team dynamics and provides some guidance on how organizations can mitigate these, in particular through the team manager. [ABSTRACT FROM AUTHOR]

Why are there numerous cases of esports teams with superstar rosters that have failed? This question highlights that having top professional players with extraordinary individual skills may not be enough to achieve success. Since winning is a primary goal, it is crucial to understand all the variables that positively influence performance. While individual performance is critical to success as part of an esports team, team dynamics, structures, and processes also foster group functioning and performance. Thus, this research aims to conduct a systematic review of the team variables involved in the performance of esports teams. For this purpose, we conducted a literature search following the PRISMA guidelines in Science Direct, Web of Science, and PsycInfo databases since 2023. This search resulted in 371 articles, and after applying the inclusion and exclusion criteria, a total of twenty-three scientific articles were analyzed. The results were grouped under seven main topics: 1) Organigram, 2) Stages of a team, 3) Team structure, 4) Team variables and processes, 5) Leadership, 6) Lack of experience in team integration, and 7) Holistic and integral perspective. To conclude, more research is needed to study the effect of team dynamics in esports, as well as to highlight the role of the psychologist in fostering group dynamics to improve team cohesion, coordination, motivation, performance, and synergy. [ABSTRACT FROM AUTHOR]

This document is an editorial titled "Fluid teams" published in Frontiers in Psychology. The editorial discusses the concept of fluid teams, which are rapidly assembled teams that address immediate problems and disband after completing the task. The article highlights the advantages and disadvantages of fluid teams and explores their application in various contexts such as healthcare, innovation teams, and the military. It also presents research topics and gaps in understanding fluid team performance. The editorial provides a comprehensive overview of the topic and offers practical recommendations based on the research presented. [Extracted from the article]

We put forth an evidence-based intervention aimed at enhancing team functioning, titled Performance Recovery and Optimization for Teams (PRO-TEAMS), and implemented it with a professional frisbee team. Based on a multi-theoretical stance and covering eight different topics linked to team functioning (e.g., shared values, team cohesion, team confidence), the PRO-TEAMS was perceived to be beneficial to the frisbee team. In what follows, we provide a detailed description of the workshop sessions and the program evaluation. Practitioners interested in adapting the PRO-TEAMS to other teams and levels of play are first encouraged to reflect on the context of their work. [ABSTRACT FROM AUTHOR]

Supplemental digital content is available in the text. Background: Health care delivery system features can have a profound effect on how frontline physicians and other clinical personnel in primary care practices (primary care providers [PCPs]) view the quality and safety of what they deliver and, ultimately, their clinical work satisfaction. Purpose: The aim of this study was to investigate the combinations of system features (i.e., team dynamics, provider-perceived safety culture, and patient care coordination between PCPs) that are most conducive to positively enhancing PCPs' clinical work satisfaction. Approach: Nineteen Harvard-affiliated primary care practice sites participated in the Academic Innovations Collaborative 2012–2016, which aimed to establish team-based care and improve patient safety. An All-Staff Survey was administered to 854 PCPs in 2015. The survey measured provider experience of team dynamics, provider-perceived safety culture, patient care coordination between PCPs, and providers' clinical work satisfaction. We performed a qualitative comparative analysis to identify "recipes," that is, combinations of conditions necessary and sufficient for enhancing PCPs' clinical work satisfaction. Results: Strong provider-perceived safety culture and effective team dynamics constitute sufficient conditions that, when present in practices, could best support PCPs to achieve greater clinical work satisfaction. Conclusions: Our findings suggest the importance of creating and sustaining a strong safety culture and of establishing and implementing highly functioning teams in primary care practices for enhancing PCPs' clinical work satisfaction. Practice Implications: Conducting the qualitative comparative analysis provides a new perspective for informing primary care and encouraging primary care practices to pursue strategic priorities for enhancing PCPs' clinical work satisfaction and providing safe, high-quality care. [ABSTRACT FROM AUTHOR]

Despite qualitative evidence suggesting that changes in informal hierarchy strength likely impact performance, informal hierarchy strength changes have received little theoretical or empirical attention. We address this by extending structural adaptation theory (SAT) to develop and test a theoretical model of why informal hierarchy strength changes and how those changes impact performance. Building on SAT's principle that teams can become more ordered following stimulation, we propose that pressure subsequently increases informal hierarchy strength. In project teams where pressure starts low and increases at the midpoint, informal hierarchy should weaken early in project life and strengthen after the midpoint. We also extend SAT's asymmetric adaptability principle to consider not just the direction but also the rate of the changes. We hypothesize that sharply strengthening informal hierarchy harms performance, but informal hierarchy strengthening gradually improves performance. SAT also implies that gradual change is promoted by inclusive discussions. Because most influential extraverts tend to squelch inclusive discussions where most influential neurotics tend to be inclusive, teams with most influential extraverts strengthen their informal hierarchy quickly where teams with most influential neurotics strengthen their informal hierarchy gradually. We find support for our theoretical model using longitudinal data and client performance ratings on self-managed project teams. Our results contribute to SAT by showing its application to informal, unplanned changes and introducing the rate of change to its asymmetric adaptability principle. Our findings also highlight the importance of shifting informal hierarchy strength research away from the predominant static approach and toward studying informal hierarchy strength changes. [ABSTRACT FROM AUTHOR]

Background: Debriefing is used in clinical settings to support interprofessional staff, improve processes, and identify educational needs. Nurses who lead debriefing sessions are empowered to improve processes. Problem: Nurse leaders identified the need for debriefing outside the critical care areas due to the rising acuity levels. Approach: Two nurse leaders developed a debriefing initiative in one urban teaching hospital following rapid responses, codes, and stressful situations. Nurses developed a Debriefing Facilitation Guide to collect qualitative aspects of clinical emergencies to improve processes, education, and team dynamics. Outcomes: Following each debriefing session, we deductively purposively coded the qualitative data into 3 a priori themes: the American Heart Association's team dynamics, process improvement, and educational opportunities. We identified opportunities for improvement for these themes during our first 54 debriefing sessions. Conclusions: Following each debriefing session, the debriefing nurse leader intervened on all educational and process improvement opportunities identified and facilitated positive team dynamics. [ABSTRACT FROM AUTHOR]

Background: Teamwork is a central framework in healthcare delivery. Team dynamics can impact the team as a whole and has been identified within the literature as a contributory factor to quality and safety, patient satisfaction, staff satisfaction and overall performance. Within radiation therapy (RT), teamwork is essential in the delivery of high-quality care, yet team building and team development is under-reported. Aim: The focus of this research is to form a better understanding of what plays an impact on teams in a large urban RT cancer centre and how to better engage staff to work together, improve team dynamics and promote team building. Materials and Methods: An electronic search of the literature was conducted to better inform debate and aid in the development of team-building sessions in a busy radiotherapy department. Abstracts were screened and relevant articles selected if they met the search criteria that included relevancy related to team building, contributory factors on team dynamics, team-based learning, team performance and implication of civility. Results: A total of 45 articles were included in the final analysis. The majority were from the disciplines of medicine (45%), business (22%) and nursing (18%). Only 3 of the 45 articles (7%) focused on the profession of RT. Most articles discussed more than 1 theme with team dynamics and team building being the most common themes discussed in 16 articles each (36%). Other common themes included teamwork (31%), respect and civility (20%), leadership and hierarchy (11%), medical errors (11%) and team training (11%). Only 3 of the 45 articles (7%) focused on RT. Conclusion: There is a lack of longitudinal evidence to support the impact of team building sessions to improve team dynamics and promote a positive, cohesive team environment. Specifically within RT, the impact team building has on team dynamics has been under investigation. Highlights: High-quality patient care can be linked to team collaboration and cohesiveness. Changing the culture within a team and engaging in civility and respect in everyday practice has the potential to improve team dynamics, patient safety, staff and patient satisfaction. [ABSTRACT FROM AUTHOR]

Background: Emergency surgery represents a unique context. Trauma teams are often multidisciplinary and need to operate under extreme stress and time constraints, sometimes with no awareness of the trauma's causes or the patient's personal and clinical information. In this perspective, the dynamics of how trauma teams function is fundamental to ensuring the best performance and outcomes. Methods: An online survey was conducted among the World Society of Emergency Surgery members in early 2021. 402 fully filled questionnaires on the topics of knowledge translation dynamics and tools, non-technical skills, and difficulties in teamwork were collected. Data were analyzed using the software R, and reported following the Checklist for Reporting Results of Internet E-Surveys (CHERRIES). Results: Findings highlight how several surgeons are still unsure about the meaning and potential of knowledge translation and its mechanisms. Tools like training, clinical guidelines, and non-technical skills are recognized and used in clinical practice. Others, like patients' and stakeholders' engagement, are hardly implemented, despite their increasing importance in the modern healthcare scenario. Several difficulties in working as a team are described, including the lack of time, communication, training, trust, and ego. Discussion: Scientific societies should take the lead in offering training and support about the abovementioned topics. Dedicated educational initiatives, practical cases and experiences, workshops and symposia may allow mitigating the difficulties highlighted by the survey's participants, boosting the performance of emergency teams. Additional investigation of the survey results and its characteristics may lead to more further specific suggestions and potential solutions. [ABSTRACT FROM AUTHOR]

Personality heterogeneity is an important topic in team management. In many working groups, there exists certain type of people that are talented but under-disciplined, who could occasionally make extraordinary contributions for the team, but often have less satisfactory overall performance. It is interesting to investigate whether the existence of such people in the team does help improve the overall team performance, and if it does so, what are the conditions for their existence to be positive, and through which channel their benefits for the team are manifested. This study proposes an analytical model with a simple structure that sets up an environment to study these questions. It is shown that: (1) feedback learning could be the mechanism through which outliers' benefits to the team are established, and thus could be a prerequisite for outliers' positive existence; (2) different types of teamwork settings have different outlier-positivity conditions: a uniform round-wise punishment for teamwork failures could be the key idea to encourage outliers' existence; for two specific types of teamwork, teamwork that highlights assistance in interactions are more outliers-friendly than teamwork that consists internal competitions. These results well match empirical observations and may have further implications for managerial practice. [ABSTRACT FROM AUTHOR]

As social network theory and methodology advance, scholars in multiple fields have increasingly become interested in examining work teams using network perspectives. Social networks not only enabled work team researchers to theorize about interdependencies and the dynamic interplay of team components (i.e., individuals, dyads, and whole teams) but also provided a methodological tool kit with which to operationalize and test hypotheses about such interdependencies. To this end, the purpose of this article is to conduct an integrative review of organizational teams research that has adopted a social network perspective to highlight what is known and what remains to be addressed. We then outline an agenda for future research that introduces three promising areas to guide researchers to move the field forward. We conclude that a more thorough integration of the networks and teams literatures offer great promise for advancing both our science and practice. [ABSTRACT FROM AUTHOR]

Engineering ethics education typically focuses on decisions by individual engineers and case studies of disasters. This does not reflect the everyday decisions that practicing engineers must make, and neglects the fact that most engineers work on teams rather than alone. The focus on safety and disaster prevention leaves little time for discussing pervasive social impacts of engineering and technology. Our research seeks to fill these gaps by determining how ethical decision making occurs in team settings, how it can be influenced by ethics-focused team members, and to what extent a social context influence consideration of social impacts. Over three years, we observed ethics discussions among teams of engineering students. First, we observed undergraduates during their Capstone Design project. We contrasted typical teams and teams with an additional team member trained and educated in engineering ethics. Second, we observed university research laboratory groups composed of undergraduate students, graduate students and postdocs in their spontaneous and regular conversations. Data analysis suggests that engineering students have a narrow understanding of engineering ethics, and that their explicit and implicit understanding can be in conflict. We also observed that an engineering expert can improve the breadth and depth of conversations. We also observe that engineering students rarely--if ever--discuss ethical or social implications of their work during routine activities. This also points to the benefits of facilitated discussions. [ABSTRACT FROM AUTHOR]

This project examined the effects of two team selection methods (self-selected and instructorformed based on matched academic performance) on team and individual student performance and on self-reported attitudes and team behaviors in a freshman-level core-required introductory course. The data included mid and end-of-semester self-reports. Matched-performance groups had significantly higher grades on several performance measures, with a larger effect on the team grades than on the individual grades; however, overall the effect sizes were small. Although there were no group differences for most self-reported items, a key finding was that self-selected teams were significantly more likely to already have friends on their team, and a significant correlation showed that already having friends on a team was negatively correlated with many of the performance measures. In contrast, members of both types of teams reported equally high likelihood to make new friends, which was positively correlated with performance. Understanding the impact of different approaches to team formation may guide instructors and lead to more well-functioning teams, higher student learning, and greater student satisfaction. [ABSTRACT FROM AUTHOR]

Interprofessional education needs a stronger theoretical basis informed by the challenges facing collaboration across professions. This study explores the impact of power distance (perception of role hierarchy), on team effectiveness as mediated by team cohesion and psychological safety (believe one can speak up without the fear of negative consequences). Furthermore, it tests for differences between medical and nursing students in these concepts. Final-year medical and nursing students completed a paper survey on study constructs at the end of a three-session, 6-h interprofessional critical care simulation activity. Two hundred and forty-three (76% response rate) retrospective surveys found the relationship between power distance and perceived team effectiveness was mediated by perceptions of team cohesion and psychological safety, suggesting these concepts influence desired interprofessional collaboration. There were no differences between medical and nursing students on study variables. While interprofessional training typically focuses on general attitudes toward interprofessional collaboration and on the acquisition and demonstration of knowledge and skills, these findings suggest important team concepts underlying effective collaboration may include perceptions of psychological safety and power distance. These concepts can be key drivers of cohesion and effectiveness during interprofessional simulation exercises and may be targets for future interventions. [ABSTRACT FROM AUTHOR]

Teams have been a ubiquitous structure for conducting work and business for most of human history. However, today's organizations are markedly different than those of previous generations. The explosion of innovative ideas and novel technologies mandate changes in job descriptions, roles, responsibilities, and how employees interact and collaborate. These advances have heralded a new era for teams and teamwork in which previous teams research and practice may not be fully appropriate for meeting current requirements and demands. In this article, we describe how teams have been historically defined, unpacking five important characteristics of teams, including membership, interdependence, shared goals, dynamics, and an organizationally bounded context, and relating how these characteristics have been addressed in the past and how they are changing in the present. We then articulate the implications these changes have on how we study teams moving forward by offering specific research questions. [ABSTRACT FROM AUTHOR]

With empirical research on team resilience on the rise, there is a need for an integrative conceptual model that delineates the essential elements of this concept and offers a heuristic for the integration of findings across studies. To address this need, we propose a multilevel model of team resilience that originates in the resources of individual team members and emerges as a team‐level construct through dynamic person–situation interactions that are triggered by adverse events. In so doing, we define team resilience as an emergent outcome characterized by the trajectory of a team's functioning, following adversity exposure, as one that is largely unaffected or returns to normal levels after some degree of deterioration in functioning. This conceptual model offers a departure point for future work on team resilience and reinforces the need to incorporate inputs and process mechanisms inherent within dynamic interactions among individual members of a team. Of particular, importance is the examination of these inputs, process mechanisms and emergent states, and outcomes over time, and in the context of task demands, objectives, and adverse events. Practitioner points: Team resilience as a dynamic, multilevel phenomenon requires clarity on the individual‐ and team‐level factors that foster its emergence within occupational and organizational settings.An understanding of the nature (e.g., timing, chronicity) of adverse events is key to studying and intervening to foster team resilience within occupational and organizational settings. [ABSTRACT FROM AUTHOR]

Abstract The focus of this study is to bring new insights on the relationship between team dynamics and performance at the systems (i.e. global) level. In this light, we describe a body of research that identifies characteristics of team dynamics and their relation to team performance. Non-linear dynamical systems methods were applied to communication and coordination behaviors of teams in two different studies: human-synthetic agent teams in a Remotely-Piloted Aircraft Systems (RPAS) simulated task environment and human-dyads in a simulated victim locator Minecraft task environment. An inverted U-shaped model was discovered that related team coordination and team performance. Specifically, we identified that Human-Autonomy Team (HAT)s were rigid compared to all-human teams that were least stable; and the extreme stability and instability is associated with low levels of team performance. Based on this model, we hypothesize that (1) with enough training and experience, teams should become increasingly stable, ultimately reaching an optimal blend of stability and flexibility and (2) as autonomous agents become increasingly flexible and adaptive, HATs should trend toward this moderate level of stability. [ABSTRACT FROM AUTHOR]

Summary: The current study draws on work in the areas of team adaptation, team compilation, and small groups as complex systems to predict and test relationships between time, taskwork team mental models, team action patterns, and team effectiveness. Three‐person teams performed 9 scenarios of a firefighting simulation distributed over 3 days with discontinuous task changes introduced in the fourth and seventh scenarios (N = 41 teams; 123 individuals). We applied pattern detection algorithm software to the behavioral data to identify emergent performative patterns in the team members' task‐oriented actions. We also used discontinuous growth modeling to track the development of these team action patterns and their dynamic relation to team effectiveness. The results indicate that pattern emergence increased over time. This was particularly true for teams with similar taskwork mental models, and these teams also showed a more acute decrease in action patterns after a task change. In addition, team action patterns became increasingly positively related to team effectiveness over time, but this effect was reset after the occurrence of a task change. Overall, our research provides practical guidance to managers by illustrating the value of teams having highly shared taskwork team mental models and of enhancing the effects of teams' action patterns on team adaptive outcomes. [ABSTRACT FROM AUTHOR]

Whereas high-performance teamwork has been studied empirically for 70 years, a new form of teaming is on the rise. Enabled through the rapid progression of artificial intelligence, a human-autonomy team (HAT) involves one or more autonomous computerized agents collaborating with humans on interdependent tasks toward the achievement of a common goal. Whereas research on HATs is exploding in recent years, that research has not strongly embraced the vast literature, theory, and methods already developed in the all-human teaming literature. Moreover, definitional and construct validity issues, in terms of what constitutes a HAT, persist in the literature. In the current article we offer construct clarity and we integrate the Input-Mediator-Output model from the high-performance teaming literature to help future researchers classify the variables under study, theorize deeper, and consolidate findings across studies. Both the construct clarity we offer and our theoretical integration will serve as a valuable perspective for contextualizing the studies in the current Special Issue as well as in designing and interpreting future research in the HAT area. • Nomenclature and terminology are developed to identify the field of Human-Autonomy Teaming. • A model of teamwork is introduced to organize and advance research on Human-Autonomy Teaming. • Existing research is reviewed with an eye toward Human-Autonomy Teaming and the opportunities offered by our model. [ABSTRACT FROM AUTHOR]

Purpose: 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.Data Sources: Databases searched included: MedLINE, EMBASE, CINAHL, Web of Science and SCOPUS.Study Selection: 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.Data Extraction: 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.Results Of Data Synthesis: 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.Conclusions: 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. [ABSTRACT FROM AUTHOR]

Background: Optimal patient outcomes require communication between providers in multiple professions to initiate referrals, communicate patient treatment, and coordinate care. While there is a clear need for increased understanding of the terminology, skills, and scopes of practice of professional colleagues, these tools are of limited effectiveness if there is poor interpersonal communication between team members. Multiple bodies for Interprofessional Practice and Education (IPP/IPE) identify communication skills as an integral part of education. In fact, the third competency domain set down by the Interprofessional Education Collaborative, Interprofessional Communication, states that professionals should, “Recognize how one’s own uniqueness, including experience level, expertise, culture, power, and hierarchy within the healthcare team, contributes to effective communication, conflict resolution, and positive interprofessional working relationships” [1]. Methods and Findings: As part of a required interprofessional competence course, first-year students in ten health professions programs completed the Personal Coaching Style Inventory (PSCI) to self-identify personal communication styles. A series of one-way analysis of variance (ANOVA) analyses followed by Tukey post-hoc analyses were performed in order to identify significant differences in PSCI component scores between programs. Within groups, students discussed personal and cohort-wide findings as they impact teamwork. The majority of students identified with the Mediator style. Differences in style were also found in relation to profession, gender, and race. The activity prompted discussion of varied roles in team dynamics, and how differences in style could affect interprofessional teamwork. Conclusions: Self-awareness of personal communication styles as well as predominant styles of other health professions may enhance interprofessional communication skills. The skill with which students approach their team roles in heterogeneous groups following graduation has the potential to increase team functionality and patient outcomes. [ABSTRACT FROM AUTHOR]

The aim of this study is to rank some features that characterize the psychological dynamics of cooperative team work in order to determine priorities for interventions and formation: leading positive feedback, cooperative manager and collaborative manager features. From a dataset of 20 cooperative sport teams (403 soccer players), the characteristics of the prototypical sports teams are studied using an average Bayesian network (BN) and two special types of BNs, the Bayesian classifiers: naive Bayes (NB) and tree augmented naive Bayes (TAN). BNs are selected as they are able to produce probability estimates rather than predictions. BN results show that the antecessors (the "top" features ranked) are the team members' expectations and their attraction to the social aspects of the task. The main node is formed by the cooperative behaviors, the consequences ranked at the BN bottom (ratified by the TAN trees and the instantiations made), the roles assigned to the members and their survival inside the same team. These results should help managers to determine contents and priorities when they have to face team-building actions. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to understand the impact of procedural justice on team members’ commitment and the role of task routineness and participatory safety in this relationship. Design/methodology/approach – Survey method was used to collect data from 177 respondents from 33 software development teams. Participatory Safety Scale from Anderson and West’s Team Climate Inventory, Colquitt’s Procedural Justice Scale, a modified version of Mowday et al.’s Organizational Commitment Scale and Daft and Macintosh’s Task Routineness Scale were used to measure the variables studied. Regression analysis was used to test the main, mediating and moderating effects. Findings – Results showed a significant positive impact of procedural justice perception on participatory safety dimensions and team commitment. Task routineness did not show any significant moderation effect. Perception of participatory safety had a partial mediation effect. Research limitations/implications – A relatively smaller sample size, purposive sampling technique and absence of relevant control variables are the key limitations of this study. Practical implications – The findings will provide managers insights on designing the team tasks and procedures to nurture participatory safety and commitment in teams. Originality/value – The study is unique in terms of selection of variables, design (moderation and mediating effects) and the context (software development teams). The study provides a holistic picture of team dynamics by studying variables related to procedures, task and psychological states of the individual. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM PUBLISHER]

Lean is a concept and (r)evolutionary practice of industrial management, initiated by Henry Ford, brilliantly developed by Toyota (see article LinOff (Lean Office) 1 - 5S, Vol. 15, No. 140). In the first two articles we approached this element regarding administrative area (office area). In reality, horizontal material and information flows can cross one or more offices, and one or more workshops. In the first article we discussed about two important concepts: 5S and 8 types of wastes that represent the basics for lean practice and can be implemented in the administrative area. The second article was based on a broader concept of lean, namely presenting the most powerful lean tool -- value stream mapping (VSM). VSM focuses on a family of products or services. The activity carried out using VSM is not individual but a TEAM work. This article treats the concept of lean at the highest level: forming STRUCTURED teams and coordinated teams from top to down (top-down) in full compliance with company objectives. [ABSTRACT FROM AUTHOR]

The relationship between two variables in a team - interpersonal trust and team performance - was examined. Working teams (N-26) comprising 181 persons (84 female, 97 male) of several organisations participated in this study. It was predicted that higher level of interpersonal trust among team members will lead to high team performance while lower interpersonal trust will lead a team to poor team performance resulting in a positive correlation between the given two variables. Pearson product-moment correlation (Pearson's r) method was used. Interpersonal trust among team members had a significant positive effect on overall team performance. This study suggested that working teams in organisations can achieve their goal more easily if team members are high in interpersonal trust compared to teams who lack it. [ABSTRACT FROM AUTHOR]

This paper is focused on team building. The research paper argues that team building is key factor for an effective performance of any organization. The paper has used Belbin technique to analyze the importance of key roles required by efficient team. It is also argued that these team roles increase the strength and power of team to achieve team goals. [ABSTRACT FROM AUTHOR]

Research has shown that work engagement, both at the individual and team levels, is relevant to understand employee performance and well-being. Nonetheless, there is no theoretical model that explains the development of work engagement in teams that takes into consideration what is already known about team dynamics and processes. This study addresses this gap in the literature, presenting a model for the emergence of team work engagement. The model proposes team inputs, outputs, and mediators as predictors of team work engagement and highlights their recursive influences over time. This conceptual work provides a starting point for further research on team work engagement, allowing for distinguishing individual and team constructs. Practitioner points The degree of energy and enthusiasm of teams depends on the way they interact., The affective and motivational dynamics of teams have consequences for their performance and well-being., The emergence of team work engagement is better understood within the literature of teamwork. [ABSTRACT FROM AUTHOR]

Background: Interprofessional teams form the basis of many health care problem-solving and decision-making mechanisms. However, more than 70% of medical errors are attributable to dysfunctional team dynamics. The recent suggestion that health care teams are more complex than nonmedical teams suggests that we require more sophisticated knowledge of team dynamics and processes. Purposes: The mechanisms of dysfunctional interprofessional teams focusing on affective, behavioral, and cognitive effects are explored. We argue that interprofessional composition impacts team dynamics by increasing the likelihood of affective conflict, which mediates a decrease in elaborative behaviors and open-mindedness. Methodology: The hypotheses are investigated using a cross-sectional, correlational design. Survey data received from 218 members of 47 interprofessional teams employed in an acute care setting, representing a 39% response rate, is used to investigate two moderated mediation pathways. Findings: Analysis supports a significant relationship between interprofessional composition and affective conflict but only when team rate highly for professional identification. Results also support a dual moderated mediation pathway through which professional diversity has a dysfunctional effect on debate and open-mindedness. Practice Implications: A range of strategies emerge from the findings to minimize dysfunctional interprofessional team dynamics. These include the use of leadership strategies, such as transformational styles, reinforcement of shared values such as patient-centeredness, and development of a shared group identity. [ABSTRACT FROM AUTHOR]

wallis a. & kennedy k.i. (2013) Journal of Nursing Management 21, 624-632 Leadership training to improve nurse retention Aim This paper discusses findings from an evaluation of a training programme designed to promote collaborative, team-based approaches to improve nurse retention within health care organizations. Background A year-long leadership training programme was designed and implemented to develop effective teams that could address retention challenges in a diverse set of organizations in Colorado ranging from public, private to non-profit. Evaluation An evaluation, based on a combination of participant observation, group interviews, and the use of standardized tests measuring individual emotional intelligence and team dynamics was conducted to assess the effectiveness of the training programme. Key issues What role do the emotional intelligence of individual members and organizational culture play in team effectiveness? Conclusions Out of five teams participating in the training programme, two performed exceptionally well, one experienced moderate success and two encountered significant problems. Team dynamics were significantly affected by the emotional intelligence of key members holding supervisory positions and by the existing culture and structure of the participating organizations. Implications for nursing management Team approaches to retention hold promise but require careful development and are most likely to work where organizations have a collaborative problem-solving environment. [ABSTRACT FROM AUTHOR]

Using a case study approach the purpose of this paper aims to create an understanding for managers how their associates handle change after the occurrence of a company re-organization. This understanding is supported by the using Tuckman's 5 steps to group formation to manage new teams and create cohesion. This paper provides for a powerful framework to create a cohesive, new team following a re-organization. It is proposed that managers who have an understanding of group formation and handling change will help their associates navigate through the rough waters of a re-organization, resulting in a loss of associates. It is primarily the line manager that will have the most influence on the cohesiveness of the new team. [ABSTRACT FROM AUTHOR]

Emergence as a multilevel process has received limited research attention in the micro-meso disciplines of organizational science. Our intent is to explain the conceptual underpinnings of emergence and to advance a more dynamic, process-oriented conceptualization. We discuss emergence as a bottom-up, multilevel process and focus attention on three neglected issues: (a) emergence is dynamic, (b) manifests in different idealized forms, and (c) can vary in form over time. We consider two core phenomena in work teams-cognition and cohesion-to illustrate how this dynamic and multifaceted perspective on emergence can advance theory development and new research directions. Copyright © 2012 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

This article describes how action learning can be accompanied by a project to encourage shared learning about organisation culture, the external environment, political context and team dynamics, while allowing space for personal issues. It drives forward reflective practice and encourages sets to deliver a tangible pay-back to the organisation. Thus stakeholders beyond the immediate programme become engaged. The article describes challenges we have encountered and illustrates links to work on critical action learning. [ABSTRACT FROM AUTHOR]

This study examines how group member beliefs regarding cognitive differences influence ability to create knowledge. Specifically, this study explores whether the impact of openness to cognitive diversity on knowledge creation is a result of associated collaborative behaviors. To investigate this theory, it is assessed whether the behaviors of debate and decision comprehensiveness mediate the relationship between openness to cognitive diversity and knowledge creation. The results of a survey of 98 workplace teams support the hypotheses that the impact of openness is consequent to the emergence of behavioral patterns that facilitate open and rigorous discussion and contribute to the understanding of the psychosocial and behavioral variables underpinning knowledge creation. [ABSTRACT FROM AUTHOR]

Using a sample of 411 members and their respective leaders from 72 Taiwanese corporate teams, we conducted a cross-level study and found that 1) teammates' shared work values were positively related to team member performance and satisfaction with cooperation; 2) trustworthiness, or how a member was trusted by his or her teammates, mediated the relationship between shared work values and team member performance; and 3) trustfulness, or how a member trusted his or her teammates, mediated the relationship between shared work values and satisfaction with cooperation. Results provided support for the shared mental model theory and the directional nature of interpersonal trust. [ABSTRACT FROM AUTHOR]

The concept of team mental models (TMMs) has much to offer the study of design teams. However, I argue that care needs to be taken in how the concept is applied because existing studies of TMMs tend to draw upon problematic assumptions from conventional cognitive psychology. These encourage a focus on cognition as a mainly individual, passive, and disembodied affair involving the rule-bound internal manipulation of symbols that is ill-suited to understanding the thoroughly social, dynamic, and emergent character of knowing in design teams. After outlining the main weaknesses of the cognitive tradition, I suggest a practice-based approach as a more secure position from which to study the role of TMMs in action. This reframing of the TMM concept has important implications not only for the existing cognitive-orientated literature on team dynamics but also for practice-based approaches which, to their detriment, have tended to avoid any reference to the role of cognitive frameworks in interpreting and guiding social action. [ABSTRACT FROM AUTHOR]

Team-based assessments are commonly used in management education, yet questions remain about how to adequately differentiate individuals' levels of input into team processes and project content when grading a team-based assessment. Following an overview of relevant research, this article describes an innovative self-and peer-assessment strategy that may be used initially to develop team dynamics, team management skills, and project planning and resourcing skills, and subsequently to accurately assess individuals' contributions to team dynamics, team management, and project planning and resourcing. [ABSTRACT FROM AUTHOR]

Teams are the fundamental element of work in the contemporary clinical setting. As interdisciplinary teams become an essential component of the evidence-based framework for clinical practice, their formalization, integration, and synthesis within the practice framework will become increasingly mandatory. Outlined here is a contextual model for team action that is formalized as the organizational leadership continuously addresses the structural and process components of team dynamics in a continuous and cybernetic frame that assures all of the elements of effective teamwork. The theoretical foundations for team modeling are explicated, the elements of the systems approach to team process are outlined, and a necessary synthesis of team processes is described and established as a foundation for evidence-based clinical practice. [ABSTRACT FROM AUTHOR]

We examined whether athletes' perceptions of coach transformational leadership across time related to task cohesion and team potency beliefs. Across multiple time points, we collected 384 observations (M = 5.41 observations per athlete) from competitive youth athletes via a mobile application designed to examine team dynamics. Multilevel structural equation modelling revealed intraindividual variation in athletes' evaluations of coach transformational leadership across time. Further, we observed robust support for a positive relation between perceptions of coach transformational leadership and task cohesion over time at both the between- and within-person levels. The relation between coach transformational leadership and team potency was significant at the between-person level, however, we did not find support for this relation at the within-person level. These results provide insight into how the ebb and flow of coach transformational leadership over time connects to team cohesion, highlighting the need for more intensive longitudinal designs that capture the dynamic nature of leadership. • We collected 384 weekly observations with an average of 5.41 responses per athlete. • Athletes' perceptions of coach transformational leadership (TFL) varied across time. • TFL positively related to task cohesion at both the within- and between-person level. • TFL positively related to team potency at the between-person level. [ABSTRACT FROM AUTHOR]

The present research examined how the use of different email functions impact dynamics between team members. We first illustrate that it is not so uncommon for employees to find out that the Bcc option has been used in email communications at work. Building on this insight, we then demonstrate that senders using the Bcc option are evaluated by recipients as less moral and consequently as less fitting to be the team leader compared to senders who use the Cc option. Interestingly, this effect occurred regardless of whether or not the sender provided a commonly cited reason for Bcc use. Next, we show that deciding to forward an email reveals an equally negative effect on morality perceptions and rated leadership emergence as using the Bcc option. Finally, we illustrate that although participants perceived the act of rewriting an email message as more moral than Bcc usage, rewriting an email message nevertheless produced similar negative consequences for the sender as the use of the Bcc or the forward option on whether or not the sender is considered fit to be team leader. The present findings complement previous research by showing that secretly communicating information through email can negatively impact team dynamics. • We examined how different email functions impact team dynamics. • Recipients perceive the use of Bcc as less moral than the use of Cc. • Bcc users are also seen as less fitting to be team leader than Cc users. • Forwarding and rewriting emails reveals similar negative effects as Bcc use. • Secretly communicating information through email negatively affects the sender. [ABSTRACT FROM AUTHOR]

This paper provides an overview of the esports industry and outlines recent development in esports research, with a focus on studies concerning impacts of team dynamics on performance. The characteristics of successful esports teams are identified through discussion on the variety of team resources and composition, the conceptualization of team cohesion in different dimensions, and the functions of communication and social support within a high performing team. It is also understood that participation in esports not only requires teamwork and communication skills, but can also serve as an opportunity for players to develop a variety of life and social skills. [ABSTRACT FROM AUTHOR]