scholarly journals 66958 Team science training in an engineering design program improves psychological safety and self-efficacy within interdisciplinary teams

2021 ◽  
pp. 1-2
Author(s):  
Erin Blakeney ◽  
Soyoung Kang ◽  
Nicole Summerside ◽  
Jonathan Liu ◽  
Eric Siebel ◽  
...  
Keyword(s):  
Engineering Design ◽  
Self Efficacy ◽  
Psychological Safety ◽  
Interdisciplinary Teams ◽  
Team Science ◽  
Design Program ◽  
Science Training

scholarly journals Implementation and Evaluation of Team Science Training for Interdisciplinary Teams in an Engineering Design Program

2021 ◽  
pp. 1-27
Author(s):  
Erin Abu-Rish Blakeney ◽  
Soyoung Kang ◽  
Katrina Henrikson ◽  
Jonathan T.C. Liu ◽  
Eric J. Seibel ◽  
...  
Keyword(s):  
Engineering Design ◽  
Interdisciplinary Teams ◽  
Team Science ◽  
Design Program ◽  
Science Training

Designing For Diversity: Implications for Research and Practice

2020 ◽  
Vol 64 (1) ◽  
pp. 563-567
Author(s):  
Abigail R. Wooldridge ◽  
Rod D. Roscoe ◽  
Rod D. Roscoe ◽  
Shannon C. Roberts ◽  
Rupa Valdez ◽  
...  
Keyword(s):  
Interdisciplinary Teams ◽  
Team Science ◽  
Participatory Methods ◽  
Sampling Strategies ◽  
Design Problems ◽  
Sociotechnical System ◽  
The Past ◽  
Diversity Committee ◽  
The Impact ◽  
Equity And Inclusion

The Diversity Committee of HFES has led sessions at the Annual Meeting for the past three years focused on improving diversity, equity and inclusion in the society as well as providing support to human factors and ergonomics (HF/E) researchers and practitioners who aim to apply HF/E knowledge and principles to improve diversity, equity and inclusion through their work. In this panel, we bring together researchers actively engaged in designing technology and systems by considering issues of diversity, equity and inclusion to share insights and methods. Topics include the thoughtful design of sampling strategies and research approaches, alternative and participatory methods to understand the impact of automation and technology on equity, scoping design problems to be inclusive and equitable through interdisciplinary partnerships, and the application of sociotechnical system design and team science to develop interdisciplinary teams. By sharing our experiences, we hope to prepare others to successfully approach these topics.

Psychological Safety, Need for Cognition, and Proactivity among Public Sector Employees

2019 ◽  
Vol 34 (2) ◽  
pp. 99-126
Author(s):  
Kim Byeongjo
Keyword(s):  
Public Sector ◽  
Self Efficacy ◽  
Psychological Safety ◽  
Need For Cognition ◽  
Work Behavior ◽  
Equation Modeling ◽  
Proactive Behavior ◽  
Two Samples ◽  
Public Sector Employees

While employee proactivity has been hailed in management literature as a critical characteristic enabling an organization to accomplish its goals, little is known about how public sector employees exert proactivity at work. This study examines the effect of individual and contextual factors that enhance proactive work behavior among public sector employees. Using two samples of nonprofit hospital employees and part-time graduate students working in the public sector, we investigate the role of the need for cognition and psychological safety in promoting proactive behavior at work. We also examine the mediating role of self-efficacy in the relationship between the two antecedents and proactive behavior. We first confirm the measurement invariance across two samples and then examine hypothesized relationships using structural equation modeling. Our results show that both the need for cognition and perceived psychological safety promote proactive behavior through the mediation of employee’s role breadth self-efficacy.

Entrepreneurial leadership and employee innovative behavior: an examination through multiple theoretical lenses

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amjad Iqbal ◽  
Tahira Nazir ◽  
Muhammad Shakil Ahmad
Keyword(s):  
Self Efficacy ◽  
Affective Commitment ◽  
Psychological Safety ◽  
Equation Modeling ◽  
High Tech ◽  
Entrepreneurial Leadership ◽  
Innovative Behavior ◽  
Content Type ◽  
Creative Self

PurposeThe purpose of this research is to determine the relationship between entrepreneurial leadership and employee innovative behavior and examine mediating role of affective commitment, creative self-efficacy and psychological safety in this relationship.Design/methodology/approachUsing cross-sectional research design, data were collected from 343 employees of information technology (IT) service firms in Pakistan. Partial least squares–structural equation modeling (PLS-SEM) technique was applied to test the proposed research model.FindingsThe findings reveal that entrepreneurial leadership is strongly and positively related to employee innovative behavior. Moreover, affective commitment, creative self-efficacy and psychological safety simultaneously mediate this relationship.Practical implicationsThis study uncovers the important role of entrepreneurial leadership in driving employee innovative behavior in high-tech services industry. Findings of this study suggest that by practicing entrepreneurial behaviors, managers can enhance employees' affective commitment, creative self-efficacy and psychological safety, which invoke employees to demonstrate innovative behavior leading toward improved innovation performance at organizational level.Originality/valueThis research makes novel contribution to entrepreneurial leadership theory by using competing theoretical perspectives and subsequently providing more nuanced picture of the contrasting mechanisms that transmit the impact of entrepreneurial leadership on employee innovative behavior.

scholarly journals 2474 Promoting collaboration among researchers: A team science training curriculum

2018 ◽  
Vol 2 (S1) ◽  
pp. 59-59
Author(s):  
Jacqueline Knapke ◽  
Amy Short ◽  
Tamilyn Bakas ◽  
Jacinda Dariotis ◽  
Elizabeth Heubi ◽  
...  
Keyword(s):  
Medical Center ◽  
Team Leadership ◽  
Grant Writing ◽  
Team Science ◽  
Long Term Effects ◽  
Graduate Level ◽  
Train The Trainer ◽  
Funding Program ◽  
Grand Rounds ◽  
Science Training

OBJECTIVES/SPECIFIC AIMS: As multidisciplinary, interdisciplinary, and transdisciplinary research has become imperative to solving the complex problems of contemporary healthcare, teaching researchers how to create and maintain high-functioning and innovative teams has also become paramount. In Fall 2016, the Center for Improvement Science (CIS) core, in collaboration with the Translational Workforce Development (TWD) core, at the Cincinnati Center for Clinical & Translational Science & Training (CCTST) began offering training in Team Science in an effort to better prepare researchers for collaborative work. Since then, the CIS has expanded Team Science education into a multifaceted and adaptable curriculum that includes workshops, team consultations, Grand Rounds, grant writing assistance, grant review, train-the-trainer, and a graduate-level course. METHODS/STUDY POPULATION: Over almost 2 years, we have offered 9 unique workshops attended by individuals from the University of Cincinnati, UCHealth, and Cincinnati Children’s Hospital Medical Center. Recruitment was primarily accomplished via email invitations. Topics ranged from introductory team science issues such as Creating Teams, Team Effectiveness, and Team Leadership to more advanced team science areas such as Team Dysfunctions and Conflict Management. In addition, we have consulted with researchers on Team Science components of grant applications and served as grant reviewers for Team Science elements in a competitive, internal research funding program. We have developed tools and teaching strategies for faculty members tasked with teaching students about collaboration (train-the-trainer). And finally, we offered a graduate level course on Collaboration and Team Science. RESULTS/ANTICIPATED RESULTS: Over 250 participants attended our workshops and Grand Rounds, many at the faculty level, but we also had research staff and graduate students register. Content was very well-received, with workshop evaluations typically scoring in the high 4.5 and above range (on a 5-point scale, with 5 being the highest rating). The CIS team received (and accepted) at least 2 follow-up invitations from workshop participants to provide training to an additional team or group. We are tracking data on long-term effects of team science training and consultation, both in research productivity and team satisfaction/longevity. DISCUSSION/SIGNIFICANCE OF IMPACT: The goals of Team Science training at the Cincinnati CCTST are 2-fold: to provide practical knowledge, skills, and tools to enhance transdisciplinary collaboration and to promote systemic changes at UC, CCHMC, and UCHealth that support team science. After almost 2 years of training, team science is gaining traction among key leaders at our local institutions and a broader audience of researchers who see how collaborative practice can enhance their professions.

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