What Really Drives Team Effectiveness? (And Getting the Most Out of This Book)

2020 ◽  
pp. 3-12
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Team Effectiveness ◽  
Team Member ◽  
Team Leader ◽  
Evidence Based ◽  
Senior Leader ◽  
Team Resilience ◽  
Sustained Performance ◽  
Highly Effective ◽  
High Level

This chapter provides a high-level overview of what really drives team effectiveness—the science of teamwork. It describes what is and is not a team; defines a highly effective team as one that demonstrates sustained performance, team resilience, and vitality; and introduces the seven drivers of team effectiveness. The model contains seven evidence-based drivers: capability, cooperation, coordination, communication, cognition, coaching, and conditions, each of which are explored in detail in their own chapter later in the book. The chapter concludes with advice about how to get the most out of the book, including how to use it as a team leader, team member, senior leader, or consultant.

Teams That Work

2020 ◽  
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Team Effectiveness ◽  
Team Member ◽  
Team Leadership ◽  
Team Leader ◽  
Evidence Based ◽  
Improve Performance ◽  
Team Members ◽  
Senior Leader ◽  
Growing Body ◽  
Shared Cognitions

Why do some teams thrive, while others struggle? If you are a team leader, team member, senior leader, or consultant, you need to know what really drives team effectiveness. Many books and consultants offer advice about teamwork based on opinion or conjecture. Some of that advice is useful, but much of it is overly simplistic or even misleading. Fortunately, a growing body of research is now available with which to separate the myths from the facts. For example, is it possible to “team away” talent deficiencies? Will more frequent communications improve performance? Is a team likely to perform better when members know each other? What do great team members know, do, and think? When and how can conflict be constructive? In Teams That Work, Scott Tannenbaum and Eduardo Salas answer these and other questions about team effectiveness. While reading the book you’ll learn: Eleven desirable team member competencies and three traits you’ll want to avoid; Four cooperative beliefs that consistently impact team effectiveness; Four coordination behaviors that you’ll want your teams to demonstrate; Eight types of shared cognitions team members need to possess; A dozen conditions that enable collaboration; and seven essential team leadership functions. The book culminates with specific, evidence-based tips along with tangible tools for putting the science of teamwork into practice.

The Effect of Diversity and the Mediating Role of Elaboration on Multidisciplinary Greenhouse Gas Assurance Team Effectiveness

2018 ◽  
Vol 31 (1) ◽  
pp. 81-96 ◽  
Author(s):  
Erboon Ekasingh ◽  
Roger Simnett ◽  
Wendy J. Green
Keyword(s):  
Greenhouse Gas ◽  
Team Effectiveness ◽  
Team Member ◽  
Multidisciplinary Teams ◽  
Team Processes ◽  
Mediating Role ◽  
Audit Firms ◽  
The Impact ◽  
Educational Diversity

ABSTRACT Greenhouse gas (GHG) assurance is increasingly used by companies as a means to increase stakeholder confidence in the quality of externally reported carbon emissions. The multidisciplinary nature of these engagements means that assurance is performed primarily by multidisciplinary teams. Prior research suggests the effectiveness of such teams could be affected by team composition and team processes. We employ a retrospective field study to examine the impact of educational diversity and team member elaboration on multidisciplinary GHG assurance team effectiveness. Results show that team processes such as sufficiency of elaboration on different team member perspectives significantly increases the perceived effectiveness of the teams. While educational diversity is not found to directly improve perceived team effectiveness, it is found to have a positive effect through increasing perceived sufficiency of elaboration. These findings have important implications for standard setters and audit firms undertaking GHG assurance engagements.

The 15 Minute Case Conceptualization

2021 ◽  
Author(s):  
Len Sperry ◽  
Jonathan Sperry
Keyword(s):  
Mental Health ◽  
Mental Health Professionals ◽  
Health Professionals ◽  
Premature Termination ◽  
Clinical Skills ◽  
Evidence Based ◽  
Case Conceptualization ◽  
Highly Effective ◽  
Case Conceptualizations ◽  
Overall Effectiveness

Once understood as useful but optional, case conceptualization is now considered essential and one of the most important of all clinical skills and competencies. As clinicians look for resources to assist in learning and mastering this competency, they must choose among different case conceptualization approaches. They would do well to give serious consideration to those that are both clinically effective and clinician friendly. A truly clinically effective approach explains and guides treatment, and most importantly, predicts challenges and obstacles that are likely to arise over the course of treatment. Most approaches emphasize the functions of explanation and guiding treatment, but seldom include third function which help anticipates likely challenges, which if not proactively addressed are likely to result in therapy interference or premature termination. This function is essential in determining the course and overall effectiveness of therapy. A truly clinician-friendly approach is one that is quick to use and easy to master, and very few approaches can make this claim. The 15 Minute Case Conceptualization is the only approach that is both highly effective and clinician friendly. Research confirms that such case conceptualizations can be completed in only 15 minutes. It is an evidence-based, step-by-step approach that therapists and other mental health professionals need and want.

Virtual reality in Education. Broken promises or new hope?

2021 ◽  
Author(s):  
B. L. McGee ◽  
Lisa Jacka
Keyword(s):  
Virtual Reality ◽  
Learning Environments ◽  
Evidence Based ◽  
Research Needs ◽  
Business Environments ◽  
Global Pandemic ◽  
Technology Changes ◽  
Software And Hardware ◽  
High Level ◽  
K 12

Virtual reality in one form or another has been around for over 50 years, most notably in entertainment and business environments. Technology-focused teachers have been leading the way with attempts at utilising and integrating virtual reality into K-12 and Higher Education. However, as quickly as technology changes so does the enthusiasm for the use in educational contexts. Much of this is due to the high-level cost (time and money) with no evidence-based educational return. In 2020 the global pandemic forced the education sector to innovate to provide authentic learning environments for students. The time is right for virtual reality to take centre stage. Over 171 million people worldwide currently use virtual reality, and the market in education is expected to grow by 42% over the next five years. This paper focuses on a range of virtual reality literature encompassing work across the spectrum of software and hardware, identifying where more educational implementation and research needs to be done and providing a perspective on future possibilities focusing on current affordances.

scholarly journals Evaluating the national multisite implementation of dialectical behaviour therapy in a community setting: A mixed methods approach

2019 ◽  
Author(s):  
Daniel Flynn ◽  
Mary Joyce ◽  
Conall Gillespie ◽  
Mary Kells ◽  
Michaela Swales ◽  
...  
Keyword(s):  
Mixed Methods ◽  
National Level ◽  
Team Leader ◽  
Barriers And Facilitators ◽  
Future Research ◽  
Evidence Based ◽  
Community Settings ◽  
Team Leaders ◽  
Implementation Framework ◽  
Mixed Methods Approach

Abstract Background The implementation of evidence-based interventions for borderline personality disorder in community settings is important given that individuals with this diagnosis are often extensive users of both inpatient and outpatient mental health services. Although work in this area is limited, previous studies have identified facilitators and barriers to successful DBT implementation. This study seeks to expand on previous work by evaluating a coordinated implementation of DBT in community settings at a national level. The Consolidated Framework for Implementation Research (CFIR) [1] provided structural guidance for this national level coordinated implementation.Methods A mixed methods approach was utilised to explore the national multi-site implementation of DBT from the perspective of team leaders and therapists who participated in the coordinated training and subsequent implementation of DBT. Qualitative interviews with DBT team leaders ( n = 8) explored their experiences of implementing DBT in their local service and was analysed using content analysis. Quantitative surveys from DBT therapists ( n = 74) examined their experience of multiple aspects of the implementation process including orienting the system, and preparations and support for implementation. Frequencies of responses were calculated. Written qualitative feedback was analysed using content analysis.Results Five themes were identified from the interview data: team formation, implementation preparation, client selection, service level challenges and team leader role. Participants identified team size and support for the team leader as key points for consideration in DBT implementation. Key challenges encountered were the lack of system support to facilitate phone coaching and a lack of allocated time to focus on DBT. Implementation facilitators included having dedicated team members and support from management.Conclusions The barriers and facilitators identified in this study are broadly similar to those reported in previous research. Barriers and facilitators were identified across several domains of the CFIR and are consistent with a recently published DBT implementation Framework [2]. Future research should pay particular attention to the domain of characteristics of individuals involved in DBT implementation. The results highlight the importance of a mandated service plan for the coordinated implementation of an evidence-based treatment in a public health service.

scholarly journals Team Resilience in Complex and Turbulent Environments: The Effect of Size and Density of Social Interactions

Complexity ◽  
2018 ◽  
Vol 2018 ◽  
pp. 1-11 ◽  
Author(s):  
Ilaria Giannoccaro ◽  
Giovanni F. Massari ◽  
Giuseppe Carbone
Keyword(s):  
Social Interactions ◽  
Positive Influence ◽  
Team Size ◽  
Team Members ◽  
Environmental Threats ◽  
Turbulent Environments ◽  
Team Resilience ◽  
Team Decision ◽  
High Level ◽  
The Relationship

How are teams able to cope with environmental threats? Why are some teams better than others in facing this challenge? This paper addresses these questions by investigating two drivers of team resilience: the team size and the density of social interactions among team members. We adopt a complex system approach and employ a model of team decision-making where collective dynamics of team members are governed by a continuous-time Markov process. The model simulates team performance in complex and turbulent environments. It is used to measure the resilient ability of team to quickly adapt to disturbance and secure a new more desirable condition. Scenarios characterized by increasing levels of complexity and turbulence are simulated, and the resilience performance is calculated and compared. Results show that the team size negatively affects the team resilience, whilst the density of social interactions plays a positive influence, especially at a high level of complexity. We also find that both the magnitude and the frequency of disturbance moderate the relationship between team size/density and the team resilience.

Abstract 16587: More Than Five Years After FDA Approval, There Remains Very Limited Adoption of New Evidence-Based, Highly Effective Medications for the Treatment of Patients With Heart Failure, Especially Among Those on Medicare

Circulation ◽  
2020 ◽  
Vol 142 (Suppl_3) ◽  
Author(s):  
Joseph B Muhlestein ◽  
Heidi T May ◽  
Tami L Bair ◽  
Stacey Knight ◽  
Kirk U Knowlton ◽  
...  
Keyword(s):  
Heart Failure ◽  
Cox Regression ◽  
Sglt2 Inhibitor ◽  
Clinical Effectiveness ◽  
Major Adverse Cardiovascular Events ◽  
Evidence Based ◽  
Cox Regression Analysis ◽  
Reduced Ejection Fraction ◽  
Highly Effective ◽  
Baseline Characteristics

Background: Over the past decade, the FDA has approved several new medications that are highly effective when added to existing standard therapy in the treatment of heart failure with reduced ejection fraction (HFrEF). It is possible that, despite the presence of substantial evidence regarding the clinical effectiveness of these new medications, their high cost and the complex medical reimbursement system in America may prevent their routine adoption. Methods: We analyzed 5,824 Intermountain Healthcare patients, age ≥18 years with a new clinical diagnosis of HFrEF (LVEF ≤35%), from 1/1/2015 onward, for the use of newly-approved sacubitril/valsartan or any sodium-glucose cotransporter-2 inhibitor (SGLT2-I). We collected baseline characteristics and medication utilization data. We followed the patients for 1.7±1.4 years for future major adverse cardiovascular events (MACE), including death, myocardial infarction (MI), stroke, and heart failure hospitalization (HFH). We identified differences between groups by multivariable Cox regression analysis. Results: Baseline characteristics and incidence of MACE, according to insurance status and the use of common HFrEF medications, are shown in the Table. Overall, only 344 (5.9%) and 169 (2.9%) of patients ever received a prescription for sacubitril/valsartan or an SGLT2 inhibitor, respectively. The figures show survival curves for MACE of patients receiving or not receiving the newly-approved medications. Conclusion: In this large, modern, real-world HFrEF population, the adoption of newly-approved evidence-based HFrEF medications is minimal in all patients and especially in Medicare patients. This lack of adoption is associated with a significant worsening in patient outcomes. These findings demonstrate a critical need to resolve our present healthcare financial crisis, which is almost certainly the reason for these findings.

Building on and Extending the Characteristics of Gifted Learners: Implementing the Real Engagement in Active Problem Solving (REAPS) Teaching Model

2021 ◽  
Vol 30 (2) ◽  
Author(s):  
June Maker ◽  
◽  
Randy Pease ◽  
Keyword(s):  
Problem Solving ◽  
Learning Environments ◽  
Fidelity Of Implementation ◽  
Teaching Model ◽  
Evidence Based ◽  
Gifted Learners ◽  
Real World Problem ◽  
Talented Students ◽  
High Level ◽  
Evidence Based Model

Real Engagement in Active Problem Solving (REAPS) is an evidence-based model for building on and extending the characteristics of gifted learners, enabling them to develop their exceptional talents. The purposes of this study were to (a) identify teachers who implemented the method at a high level of fidelity and (b) describe their ways of applying principles for talent development in content, processes, products, and learning environments. Fidelity of Implementation was high, ranging from 3.0 to 5.8, with a mean of 4.7 on a scale from 0 to 6. Teachers used methods identified as important for exceptionally talented students: engagement, challenge, interest, and relevance. Administrators enabled this high level of implementation. Because the study was conducted in one school, we recommend extending the research to other schools and contexts, and to consider the importance of real-world problem solving in developing the understanding and values needed to use exceptional talents wisely.

Consultants

2020 ◽  
pp. 196-200
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Human Resource ◽  
Organization Development ◽  
Team Leader ◽  
Business Partner ◽  
Learning And Development ◽  
Senior Leader ◽  
External Consultants ◽  
Partner Organization ◽  
Or Organization

Consultants are often asked to help boost teamwork and collaboration. This chapter is written for internal consultants, for example, people in a human resource business partner, organization development, learning and development, or quality role, as well as external consultants who supports teams across different organizations. Consultants can be called upon to help a struggling team, to coach a team leader, or to advise a senior leader on how to promote greater collaboration throughout a unit or organization. To address any of these needs, it helps to understand what really drives teamwork. This chapter offers 10 tips for applying the science of teamwork as a consultant.

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