scholarly journals Personalities into Teams

2010 ◽  
Vol 132 (02) ◽  
pp. 22-25 ◽  
Author(s):  
Doug Wilde
Keyword(s):  
Basic Principle ◽  
Team Member ◽  
Successful Outcome ◽  
Team Members ◽  
Long Run ◽  
Commercial World ◽  
Technology Advances

This article discusses the significance of psychologically diverse individuals in the success of a team. As technology advances, products are increasingly being designed in the commercial world by teams of skilled collaborators. Each team member is chosen to bring a specific range of skills and experience to bear on the mission, and each contributor is essential to a successful outcome. Some studies suggest that performance improves when a team pays attention to its individual personalities. The basic principle learned, which may apply in corporations as well as universities, is that in the long run teams do better when they are composed of people with the widest possible range of personalities, even though it takes longer for such psychologically diverse teams to achieve smooth communications and good cooperation. Before diverse team members can be integrated into a cooperative unit, they must not only cultivate an openness to opposing opinions, but also recognize the value of exploring a problem from various angles. Sharing personality information about each other facilitates this essential awareness.

Attitudes of Interdisciplinary Team Members Toward Speech-Language Services in Public Schools

1986 ◽  
Vol 17 (3) ◽  
pp. 230-240 ◽  
Author(s):  
Lou Tomes ◽  
Dixie D. Sanger
Keyword(s):  
Public Schools ◽  
School Psychologists ◽  
Elementary School Principals ◽  
Team Member ◽  
Interdisciplinary Team ◽  
Survey Study ◽  
Language Programs ◽  
Team Members ◽  
Positive Attitudes ◽  
State Area

A survey study examined the attitudes of interdisciplinary team members toward public school speech-language programs. Perceptions of clinicians' communication skills and of the clarity of team member roles were also explored. Relationships between educators' attitudes toward our services and various variables relating to professional interactions were investigated. A 64-item questionnaire was completed by 346 randomly selected respondents from a two-state area. Classroom teachers of grades kindergarten through 3, teachers of grades 4 through 6, elementary school principals, school psychologists, and learning disabilities teachers comprised five professional categories which were sampled randomly. Analysis of the results revealed that educators generally had positive attitudes toward our services; however, there was some confusion regarding team member roles and clinicians' ability to provide management suggestions. Implications for school clinicians were discussed.

Coworkers’ Relationship Quality and Interpersonal Emotions in Team-Member Dyads in China: the Moderating Role of Cooperative Team Goals

2016 ◽  
Vol 12 (4) ◽  
pp. 687-716 ◽  
Author(s):  
Catherine K. Lam ◽  
Xu Huang ◽  
Frank Walter ◽  
Simon C. H. Chan
Keyword(s):  
Relationship Quality ◽  
Work Performance ◽  
Team Member ◽  
Performance Outcomes ◽  
Dyadic Relationships ◽  
Team Members ◽  
Individual Level ◽  
Interpersonal Emotions ◽  
Cooperative Team ◽  
The Individual

ABSTRACTThis study investigates the origins of discrete interpersonal emotions in team-member dyads using two independent samples from an education institute and a telecommunication services company in China. Results across both studies showed that the quality of team members’ dyadic relationships positively relates to interpersonal admiration, sympathy, and envy, and negatively relates to interpersonal contempt. Furthermore, teams’ cooperative goals moderate these dyad-level linkages. The association of relationship quality with interpersonal emotions is particularly pronounced in teams with less cooperative goals but buffered in teams with more cooperative goals. Finally, on the individual level of analysis, envy and contempt are inversely associated with team members’ work performance, objectively measured. These findings provide new insights about key antecedents and crucial moderators in the development of interpersonal emotions in Chinese work teams and reiterate the relevance of these emotions for tangible performance outcomes.

A Toolkit to Assist Researchers to More Efficiently Conduct Experiments Assessing Human State

2017 ◽  
Vol 61 (1) ◽  
pp. 2032-2036 ◽  
Author(s):  
Bethany K. Bracken ◽  
Noa Palmon ◽  
David Koelle ◽  
Mike Farry
Keyword(s):  
Real Time ◽  
Team Performance ◽  
Team Member ◽  
Sensor Data ◽  
Team Members ◽  
Augmentation Strategies ◽  
Experimental Protocols ◽  
Multiple Sensor ◽  
Support Research

For teams to perform effectively, individuals must focus on their own tasks, while simultaneously maintaining awareness of other team members. Researchers studying and attempting to optimize performance of teams as well as individual team members use assessments of behavioral, neurophysiological, and physiological signals that correlate with individual and team performance. However, synchronizing data from multiple sensor devices can be difficult, and building and using models to assess human states of interest can be time-consuming and non-intuitive. To assist researchers, we built an Adaptable Toolkit for the Assessment and Augmentation of Performance by Teams in Real Time (ADAPTER), which provides a framework that flexibly integrates sensors and fuses sensor data to assess performance. ADAPTER flexibly integrates current and emerging sensors; assists researchers in creating and implementing models that support research on performance and the development of augmentation strategies; and enables comprehensive and holistic characterization of team member performance during real-time experimental protocols.

scholarly journals Back loading estimation during team handling: Is the use of only motion data sufficient?

PLoS ONE ◽  
2020 ◽  
Vol 15 (12) ◽  
pp. e0244405
Author(s):  
Antoine Muller ◽  
Philippe Corbeil
Keyword(s):  
Team Member ◽  
Force Measurement ◽  
Accurate Estimate ◽  
Measurement Unit ◽  
Prediction Methods ◽  
Compression Force ◽  
Joint Moments ◽  
Team Members ◽  
Motion Data ◽  
Manual Handling

Analyzing back loading during team manual handling tasks requires the measurement of external contacts and is thus limited to standardized tasks. This paper evaluates the possibility of estimating L5/S1 joint moments based solely on motion data. Ten subjects constituted five two-person teams and handling tasks were analyzed with four different box configurations. Three prediction methods for estimating L5/S1 joint moments were evaluated by comparing them to a gold standard using force platforms: one used only motion data, another used motion data and the traction/compression force applied to the box and one used motion data and the ground reaction forces of one team member. The three prediction methods were based on a contact model with an optimization-based method. Using only motion data did not allow an accurate estimate due to the traction/compression force applied by each team member, which affected L5/S1 joint moments. Back loading can be estimated using motion data and the measurement of the traction/compression force with relatively small errors, comparable to the uncertainty levels reported in other studies. The traction/compression force can be obtained directly with a force measurement unit built into the object to be moved or indirectly by using force platforms on which one of the two handlers stands during the handling task. The use of the proposed prediction methods allows team manual handling tasks to be analyzed in various realistic contexts, with team members who have different anthropometric measurements and with different box characteristics.

Training a Team with Simulated Team Members

2002 ◽  
Vol 46 (25) ◽  
pp. 2026-2029
Author(s):  
Alma Schaafstal ◽  
Raegan M. Hoeft ◽  
Martin van Schaik
Keyword(s):  
Command And Control ◽  
Cost Effective ◽  
Research Approach ◽  
Control Task ◽  
Promising Alternative ◽  
Team Members ◽  
Long Run ◽  
Military Command ◽  
Definition Of ◽  
And Control

The process of training teams increasingly occurs in synthetic environments. However, it is often still modeled after live team training, including the disadvantages of live training, for example, the fact that all teammates must be available. This paper explores overcoming the disadvantages of human teammates in training teams in synthetic environments, while keeping the advantages of learning in a collaborative and cooperative fashion. Simulated teammates are a promising alternative because they are always available, may be modeled after experienced training personnel, and may be more cost effective in the long run. This paper details a research approach towards the definition of requirements for simulated teammates. In our approach, we carry out a set of experiments using confederates as simulated teammates, in a well-controlled simulation of a military command-and-control task The results of a first experiment show slightly better teamwork skills for those teams trained with simulated teammates.

scholarly journals Elaborating on Team-Member Disagreement: Examining Patterned Dispersion in Team-Level Constructs

2018 ◽  
Vol 44 (1) ◽  
pp. 165-210 ◽  
Author(s):  
Andrew C. Loignon ◽  
David J. Woehr ◽  
Misty L. Loughry ◽  
Matthew W. Ohland
Keyword(s):  
Team Member ◽  
Theoretical Frameworks ◽  
Individual Group ◽  
Team Members ◽  
Team Outcomes ◽  
Emergent States ◽  
Multilevel Theory ◽  
Group Members ◽  
The Mean ◽  
Mean Differences

Emergent states are team-level attributes that reflect team members’ collective attitudes, values, cognitions, and motivations and influence team effectiveness. When measuring emergent states (e.g., cohesion, conflict, satisfaction), researchers frequently collect ratings from individual group members and aggregate them to the team level. After aggregating to the team level, researchers typically focus on mean differences across teams and ignore variability within teams. Rather than focusing on the mean level of emergent states, this study draws on recent advances in multilevel theory and describes an approach for examining the specific patterns of dispersion (i.e., disagreement) across five emergent states. Our findings suggest that teams reliably demonstrate different patterns of rating dispersion that are consistent with existing theoretical frameworks and typologies of dispersion, yet have not previously been empirically demonstrated. We also present evidence that the different patterns of dispersion in emergent states are significantly related to key team outcomes, even after controlling for the mean levels of those emergent states. These findings underscore the importance of exploring additional forms of team-level constructs and highlight ways of extending our understanding of group-level phenomena.

How Incomplete Information of Team Member Contributions Affects Subsequent Contributions: The Moderating Role of Social Value Orientation

2020 ◽  
Author(s):  
Tyler F. Thomas ◽  
Todd A. Thornock
Keyword(s):  
Team Member ◽  
Value Orientation ◽  
Social Value ◽  
Social Value Orientation ◽  
Team Members ◽  
Input Information ◽  
Team Project ◽  
Types Of Information ◽  
Output Information

In this study, we investigate how team members' social value orientation (SVO) affects their contributions to a team project when different types of information about other team members' effort is known. Specifically, we examine the team contributions made by proselfs and prosocials after they learn either the input provided or output achieved by other team members. Proselfs subsequently contributed less following input information compared to output information because they can use input information opportunistically to justify their own lower contributions. Conversely, prosocials contributed more after receiving input information compared to output information because they perceive input information as being more psychologically meaningful. Finally, proself teams with output information perform similarly to prosocial teams with either type of information. These findings provide insight into how information about team member contributions and SVO affect individuals' subsequent team contributions, and how output information can help mitigate proselfs' free-riding tendencies and improve team performance.

Compliance within virtual teams

2016 ◽  
Vol 10 (1) ◽  
Author(s):  
Daphna Shwartz-Asher
Keyword(s):  
Virtual Teams ◽  
Virtual World ◽  
Team Member ◽  
Human Resources Management ◽  
Virtual Team ◽  
Team Members ◽  
Resources Management ◽  
Traditional Definition ◽  
Team Task ◽  
Definition Of

In light of the growing phenomenon of virtual teams as a new concept within the Human Resources Management (HRM) world, the traditional definition of team member 'compliance' should be redefined. In order to measure the influence of the virtuality level on the team member’s reaction to instructions, an experiment was designed, in which a team task with a set of instructions was given to 150 subjects who participated in virtual or non-virtual task solving' meetings. This study’s main finding indicates that while the structured virtual team members complied with the directive to divide the labor between them and to appoint a chairperson, the structured non-virtual team members did not comply. It seems that pertaining to the task of appointing a chairperson, as for the division of labor, the use of the “formality” variable may explain the compliance of the structured virtual team members as opposed to the lack of compliance among members of the structured non-virtual team members. This research contributes to a better understanding of virtual team HRM strategies in the hope of improving the teams’ compliance and management within today’s virtual world.

Media and Familiarity Effects on Assessing Trustworthiness

2011 ◽  
pp. 56-74 ◽  
Author(s):  
Mark A. Fuller ◽  
Roger C. Mayer
Keyword(s):  
Virtual Environments ◽  
Media Effects ◽  
Team Member ◽  
Virtual Team ◽  
Media Synchronicity ◽  
Team Members ◽  
Team Interactions

This chapter explores the role media effects and familiarity play in the development of trust in CMC environments. As team members interact with one another via technology, each team member assesses information and makes assessments about the trustworthiness of their teammates. Such trustworthiness assessments are known to influence trust, a factor which has been established to have significant effects on the functioning of teams. This research uses media synchronicity theory and the concept of interpersonal familiarity to examine virtual team interactions and the formation of trust. Implications are drawn for researchers and managers as they seek to understand how teams operate in virtual environments.

scholarly journals Levels of Cognitive Congruence between Managers and Team Members’ Perceptions of Cooperation at Work

2019 ◽  
Vol 11 (21) ◽  
pp. 6111
Author(s):  
Alexandre García-Mas ◽  
Antonio Núñez Prats ◽  
Aurelio Olmedilla ◽  
Roberto Ruiz-Barquín ◽  
Enrique Cantón
Keyword(s):  
Cognitive Dissonance ◽  
Personal Growth ◽  
Team Member ◽  
Theoretical Framework ◽  
Team Members ◽  
Cognitive Congruence ◽  
Performance Teams ◽  
Or Team ◽  
Good Congruence ◽  
Practical Implications

Much of the research on the psychological dynamics of performance teams suffers from the following limitations: consideration of only one theoretical framework and analysis of just one perspective (e.g., manager–coach or team member). To address these shortcomings, this study used a Global Cooperation concept that synthesized five psychological frameworks: coordination, cohesion, cooperation, integration, and identification. The objective of this study was to examine the level of congruence–symmetry between the two perspectives and the tendency for managers–coaches and team members to reduce cognitive dissonance in the perception of global cooperation. To this end, 108 managers–coaches and members of performance teams were studied (range: 23−60 years old) using a Cooperative Workteam Questionnaire (CWQ). Results revealed that the greatest amount of asymmetry was observed in Global Cooperation and Emotional Cooperation, while less asymmetry was found in Personal Growth, and good congruence–fit in Conditioned Cooperation. Results are discussed in terms of their theoretical meaning and practical implications for interventions on performance teams.

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