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The formation of high-performance teams has been a constant challenge for organizations, which despite considering human capital as one of the most important resources, it still lacks the means to allow them to have a better understanding of several factors that influence the formation of these teams. In this sense, studies also demonstrate that teamwork has a significant impact on the results presented by organizations, in which human behavior is highlighted as one of the main aspects to be considered in the building of work teams. The Myers-Briggs Type Indicator seeks to classify the behavioral preferences of individuals around eight characteristics, which grouped as dichotomies, describe different psychological types. With it, researchers have sought to expand the ability to understand the human factor, using strategies with multiagent systems that, through experiments and simulations, using computer resources, enable the development of artificial agents that simulate human actions. In this work, we present an overview of the research approaches that use MBTI to model agents, aiming at providing a better knowledge of human behavior. Additionally, we make a preliminary discussion of how these results could be explored in order to advance the studies of psychological factors' influence in organizations' work teams formation.

Previous research has shown the central role of psychological safety for promoting employee engagement, learning, innovation, and performance. Research now calls for a more thorough understanding of how team psychological safety is fostered and the ways in which its perceptions vary between groups. Research also suggests agreement on a common measurement instrument, an emphasis on conducting studies in globally dispersed teams, and greater use of qualitative methods. I answer these calls by investigating the dimensionality of team psychological safety, intergroup variations, and influencing factors. Over 4 years, I was part of a German automobile manufacturer and its North American mobility services subsidiary and conducted a case study comprising two studies. In Study 1, I used a 10-item survey to analyze perceptions of team psychological safety among 61 respondents. Based on this analysis, I posit that team psychological safety consists of two dimensions: perceived appreciation and perceived vulnerability. Furthermore, I found significant variations between genders, showing that women reported lower team psychological safety than men. These variations were partially explained by more ego strength by women, enabling them to admit issues surrounding team psychological safety more easily. There were no significant variations between frequency of remote collaboration, between the parent company, subsidiary, and markets, and between German and American citizens. In Study 2, I conducted 90 interviews and numerous participant observations to explore factors influencing team psychological safety. I advance existing knowledge on such factors by concluding that the following skills and virtues are crucial for team psychological safety: bottom-up empathy, ownership, and ego strength. In addition, I determined the importance of self-awareness, mindset flexibility, and genuine interest in others. Moreover, womens leadership, a clear mission, mediators in teams, dynamic roles, and autonomy in exploratory tasks were all positively related to team psychological safety. In contrast, interdependence between members of the parent company, subsidiary, and markets was ascribed a negative influence. Overall, my research offers new impulses for scholars in the field of psychological safety, contributes to the current state of literature, and helps managers to develop a psychologically safe team climate.

Background In postgraduate medical education, program directors are in the lead of educational change within clinical teaching teams. As change is part of a social process, it is important to not only focus on the program director but take their other team members into account. The purpose of this study is to provide an in-depth insight into how clinical teaching teams manage and organize curriculum change processes, and implement curriculum change in daily practice. Methods An explorative qualitative semi-structured interview study was conducted between October 2016 and March 2017. A total of six clinical teaching teams (n = 6) participated in this study, i.e. one program director, one clinical staff member, and one trainee from each clinical teaching team (n = 18). Data were analysed and structured by means of thematic analysis. Results The analysis yielded to five factors that positively impact change: shared commitment, reinvention, ownership, supportive structure and open culture. Factors that negatively impact change were: resistance, behaviour change, balance between different tasks, lack of involvement, lack of consensus, and unsafe culture and hierarchy. Overall, no clear change strategy could be recognized. Conclusions Insight was gathered in factors facilitating and hindering the implementation of change. It seems particularly important for clinical teaching teams to be able to create a sense of ownership among all team members by making a proposed change valuable for their local context as well as to be capable of working together as a team. Cultural factors seem to be particularly relevant in a team’s ability to accomplish this.

The Norwegian football club Rosenborg is used as the empirical setting in the article. Improvisation and good routines are the foundations for success in the soccer field is a finding in this piece of research. We link improvisation to “total football” and “flow theory as a means to achieve high performance using a regional-global organizational model as our illustration. We focus on qualitative methods when interviewing the former coach Mr, Niels Arne Eggen, and former top players. For this purpose, we use thematic analysis and secondary sources to gain deep insights.

Trust is difficult to define. Ring and van de Ven (1992; tinyurl.com/72bz27v) define trust as “confidence in another’s goodwill”. Trust is a commitment to cooperate before there is any certainty about how the trusted people will act (Coleman, 1990; tinyurl.com/7qkkg8d). Adler (2001; tinyurl.com/7npfxzm) distinguishes three sources of trust: i) a calculative form of trust via assessment of costs and benefits; ii) familiarity through continuing interaction; and iii) values and norms that cultivate trustworthy behaviour. Fukuyama (1996; tinyurl.com/7qd3fpl) describes trust as arising from expectations of honest and cooperative behaviour. Thus, trust is expressed in the behaviour towards others (Costa, 2003; tinyurl.com/7p9s5nd). Trust also can be seen as a flexibility that turns up in difFacilitation of growth is more about good, trustworthy contacts than capital. Trust is a driving force for business creation, and to create a global business you need to build a team that is capable of meeting the challenge. Trust is a key factor in team building and a needed enabler for cooperation. In general, trust building is a slow process, but it can be accelerated with open interaction and good communication skills. The fast-growing and ever-changing nature of global business sets demands for cooperation and team building, especially for startup companies. Trust building needs personal knowledge and regular face-to-face interaction, but it also requires empathy, respect, and genuine listening. Trust increases communication, and rich and open communication is essential for the building of high-performing teams. Other building materials are a shared vision, clear roles and responsibilities, willingness for cooperation, and supporting and encouraging leadership.

En el presente ensayo se hablará de los Equipos de Alto rendimiento, uno de los principales retos de todo líder Empresarial, siendo este el principal responsable de la formación de un buen equipo que permita obtener excelentes resultados en la organización y permitir que su nivel de competitividad sea superior. Se mencionarán aspectos básicos de los equipos de alto rendimiento y las ventajas competitivas que generan al momento de enfrentar un proyecto dado. Y finalmente se realizará una reflexión acerca de la realidad Colombiana con equipos de alto rendimiento, respondiendo el siguiente interrogante: ¿Estamos preparados y capacitados en Colombia para tener una ventaja competitiva con equipos de alto rendimiento? In the present essay will discuss the High-performance teams, one of the main challenges of any business leader, this being the main responsible for the formation of a good team that can achieve excellent results in the organization and allow your level of competitiveness is superior. Mention basic aspects of the high-performance teams and the competitive advantages that generate when faced with a given project. And finally there will be a reflection on the Colombian reality with high-performance teams, by answering the following question: Are we prepared and trained in Colombia for having a competitive advantage with high-performance teams? Pregrado

La tesi se centra en els equips d'alt rendiment com a instrument de la gestió del coneixement en les organitzacions públiques espanyoles, estudiant si permeten, d'una banda, sistematitzar la compartició i creació de coneixement en aquestes organitzacions; i per altra banda, si satisfan les necessitats i les expectatives dels seus grups d'interès (empleats, clients / usuaris, proveïdors, societat en general, altres administracions, etc.). La tesi estudia i analitza els equips d'alt rendiment a través d'un estudi prospectiu Delphi, recollint l'opinió dels experts en relació a la seva aplicació en el sector públic espanyol i la possible evolució futura, i contrasta aquests resultats amb algunes entrevistes en profunditat , i amb l'estudi del cas d'una organització pública en què s'han implementat alguns equips d'alt rendiment, descrivint el seu procés d'implantació, les seves aplicacions, avantatges i inconvenients. Per valorar les aportacions d'aquesta tesi cal tenir present que la bibliografia general sobre els equips d'alt rendiment en les organitzacions públiques és molt escassa, i la majoria de les referències trobades estan orientades a aplicacions concretes sobre el sistema de treball en equips de millora i, a més, no tots els autors coincideixen en analitzar o descriure aquest sistema de treball., La tesis se centra en los equipos de alto rendimiento como instrumento de la gestión del conocimiento en las organizaciones públicas españolas, estudiando si permiten, por una parte, sistematizar la compartición y creación de conocimiento en estas organizaciones; y por otra parte, si satisfacen las necesidades y las expectativas de sus grupos de interés (empleados, clientes/usuarios, proveedores, sociedad en general, otras Administraciones, etc.). La tesis estudia y analiza a los equipos de alto rendimiento a través de un estudio prospectivo Delphi, recogiendo la opinión de los expertos en relación a su aplicación en el sector público español y la posible evolución futura, y contrasta estos resultados con algunas entrevistas en profundidad, y con el estudio del caso de una organización pública en la que se han implementado algunos equipos de alto rendimiento, describiendo su proceso de implantación, sus aplicaciones, ventajas e inconvenientes. Para valorar las aportaciones de esta tesis hay que tener presente que la bibliografía general sobre los equipos de alto rendimiento en las organizaciones públicas es muy escasa, y la mayoría de las referencias encontradas están orientadas a aplicaciones concretas sobre el sistema de trabajo en equipos de mejora, y además, no todos los autores coinciden al analizar o describir este sistema de trabajo., This thesis focuses on high-performance teams as a tool for knowledge management in the Spanish public organizations, in particular on its ability of systematization of the sharing and creation of knowledge, and on the other hand, on the fulfillment of the needs and expectations of its stakeholders (employees, clients/customers, suppliers, society in general, other administrations, etc.). This thesis studies and analyzes high-performance teams through a Delphi prospective study, collecting experts opinions about its application to the Spanish public sector and its possible future developments, and contrasts these results with some in-depth interviews, and with the case study of a public organization in which some high-performance teams were implemented, describing the process of implementation, applications, advantages and disadvantages. The contributions of this thesis have been made regardless of the scarce literature about high-performance teams in public organizations. Most of the references found were geared to specific applications of work systems in improvement teams, and also, not all authors agreed to the analysis or the description of the work system studied in this thesis.