Unpacking the Temporal and Interactive Effects of Stress on Individual and Team Performance

Although identifying cues indicating a problem represents a crucial aspect of team adaptation, little is known about the conditions under which team members do this correctly. To address this issue, the current study focused on the motivational basis of cue identification by investigating interactive effects of members’ regulatory focus, their contribution redundancy, and the team performance context. Participants working in 105 three-person teams were asked to identify problem cues in a signal detection task. Utilizing a 2 (regulatory focus: promotion vs. prevention) x 2 (performance context: status quo vs. loss) x 2 (contribution redundancy: low vs. high) mixed analysis of variance (ANOVA) design with contribution redundancy as a within-participants factor, we obtained the predicted three-way interaction: In the status quo condition, prevention-focused, but not promotion-focused, team members were less accurate in identifying problem cues when their contributions were redundant. Our findings contribute to a better understanding of the motivational basis of team adaptation.

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Biological Sensitivity to Context: The Interactive Effects of Stress Reactivity and Family Adversity on Socioemotional Behavior and School Readiness

Child Development ◽

10.1111/j.1467-8624.2009.01394.x ◽

2010 ◽

Vol 81 (1) ◽

pp. 270-289 ◽

Cited By ~ 294

Author(s):

Jelena Obradović ◽

Nicole R. Bush ◽

Juliet Stamperdahl ◽

Nancy E. Adler ◽

W. Thomas Boyce

Keyword(s):

School Readiness ◽

Stress Reactivity ◽

Interactive Effects ◽

Family Adversity ◽

Effects Of Stress ◽

Biological Sensitivity To Context

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A Tale of Two Hierarchies: Interactive Effects of Power Differentiation and Status Differentiation on Team Performance

Organization Science ◽

10.1287/orsc.2021.1540 ◽

2021 ◽

Author(s):

Nicholas A. Hays ◽

Huisi (Jessica) Li ◽

Xue Yang ◽

Jo K. Oh ◽

Andrew Yu ◽

...

Keyword(s):

Field Study ◽

Team Performance ◽

Interactive Effects ◽

High Status ◽

Status Differentiation ◽

Increasing Knowledge ◽

Knowledge Hiding

Scholars have long wrestled with whether hierarchical differentiation is functional or dysfunctional for teams. Building on emerging research that emphasizes the distinction between power (i.e., control over resources) and status (i.e., respect from others), we aim to help reconcile the functional and dysfunctional accounts of hierarchy by examining the effects of power differentiation on team performance, contingent on status differentiation. We theorize that power differentiation is dysfunctional for teams with high status differentiation by increasing knowledge hiding, which undermines team performance. In contrast, we predict that power differentiation is functional for teams with low status differentiation by decreasing knowledge hiding, which improves team performance. In a field study, we found that power differentiation harmed team performance via knowledge hiding in teams with high status differentiation, but power differentiation had no effect on knowledge hiding or performance in teams with low status differentiation. In an experiment, we again found that power differentiation harmed team performance by increasing knowledge hiding in teams with high status differentiation. However, power differentiation improved team performance by decreasing knowledge hiding in teams with status equality. Finally, in a third study, we confirm the role of status differentiation in making team climates more competitive and examine the effect of power-status alignment within teams, finding that misalignment exacerbates the dysfunctional effects of power differentiation in teams with high status differentiation. By examining how power and status hierarchies operate in tandem, this work underscores the need to take a more nuanced approach to studying hierarchy in teams.

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Interactive effects of stress, dietary restraint, and disinhibition on appetite

Eating Behaviors ◽

10.1016/j.eatbeh.2003.07.005 ◽

2003 ◽

Vol 4 (4) ◽

pp. 369-383 ◽

Cited By ~ 38

Author(s):

Charlotte Haynes ◽

Michelle D Lee ◽

Martin R Yeomans

Keyword(s):

Dietary Restraint ◽

Interactive Effects ◽

Effects Of Stress

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Interactive effects of stress reactivity and rapid eye movement sleep theta activity on emotional memory formation

Hippocampus ◽

10.1002/hipo.23138 ◽

2019 ◽

Vol 30 (8) ◽

pp. 829-841 ◽

Cited By ~ 3

Author(s):

Sara Y. Kim ◽

Sarah M. Kark ◽

Ryan T. Daley ◽

Sara E. Alger ◽

Daniella Rebouças ◽

...

Keyword(s):

Eye Movement ◽

Stress Reactivity ◽

Emotional Memory ◽

Memory Formation ◽

Theta Activity ◽

Interactive Effects ◽

Rapid Eye Movement ◽

Rapid Eye Movement Sleep ◽

Effects Of Stress

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Learning about stress from building, drilling and flying: a scoping review on team performance and stress in non-medical fields

Scandinavian Journal of Trauma Resuscitation and Emergency Medicine ◽

10.1186/s13049-021-00865-7 ◽

2021 ◽

Vol 29 (1) ◽

Author(s):

Femke S. Dijkstra ◽

Peter G. Renden ◽

Martijn Meeter ◽

Linda J. Schoonmade ◽

Ralf Krage ◽

...

Keyword(s):

Team Performance ◽

Situational Awareness ◽

Time Pressure ◽

Experimental Studies ◽

Team Cognition ◽

Pressure Potential ◽

Training And Education ◽

Performance Pressure ◽

Healthcare Teams ◽

Effects Of Stress

Abstract Background Teamwork is essential in healthcare, but team performance tends to deteriorate in stressful situations. Further development of training and education for healthcare teams requires a more complete understanding of team performance in stressful situations. We wanted to learn from others, by looking beyond the field of medicine, aiming to learn about a) sources of stress, b) effects of stress on team performance and c) concepts on dealing with stress. Methods A scoping literature review was undertaken. The three largest interdisciplinary databases outside of healthcare, Scopus, Web of Science and PsycINFO, were searched for articles published in English between 2008 and 2020. Eligible articles focused on team performance in stressful situations with outcome measures at a team level. Studies were selected, and data were extracted and analysed by at least two researchers. Results In total, 15 articles were included in the review (4 non-comparative, 6 multi- or mixed methods, 5 experimental studies). Three sources of stress were identified: performance pressure, role pressure and time pressure. Potential effects of stress on the team were: a narrow focus on task execution, unclear responsibilities within the team and diminished understanding of the situation. Communication, shared knowledge and situational awareness were identified as potentially helpful team processes. Cross training was suggested as a promising intervention to develop a shared mental model within a team. Conclusion Stress can have a significant impact on team performance. Developing strategies to prevent and manage stress and its impact has the potential to significantly increase performance of teams in stressful situations. Further research into the development and use of team cognition in stress in healthcare teams is needed, in order to be able to integrate this ‘team brain’ in training and education with the specific goal of preparing professionals for team performance in stressful situations.

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