Cross-Training Highly Interdependent Teams: Effects on Team Processes and Team Performance

Three-person teams controlling a simulated unmanned aerial vehicle underwent different training regimes in order to assess the effect of process-based and knowledge-based training on team coordination and performance. Coordination and performance were assessed during training and eight to eleven weeks after training. Process training consisted of either enforcing a rigid coordination process or forcing teams to coordinate in different ways through the introduction of perturbations. Knowledge training consisted of cross-training teams on each others roles. Results indicate that process training had a significant effect on team coordination. In addition, the qualitative nature of coordination flexibility changed from training to retention for process versus knowledge trained teams, with process teams behaving flexibly at retention. Perturbation process training led to significantly higher team performance under high workload. Rigid process training lead to significantly lower performance in one of the retention missions.

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The Effect of Diversity towards Team Conflict and How Emotional Intelligence Role as Moderating Variable in Improving Team Performance: A Theoretical Study

Journal of Economics, Finance and Management Studies ◽

10.47191/jefms/v4-i11-33 ◽

2021 ◽

Vol 04 (11) ◽

Author(s):

Setria Feri ◽

Keyword(s):

Emotional Intelligence ◽

Team Performance ◽

Organizational Support ◽

Negative Impact ◽

Negative Effects ◽

Team Processes ◽

Team Members ◽

Team Conflict ◽

Values And Beliefs ◽

Relationship Of

This article is a literature review that discusses the effect of diversity on the occurrence of team conflict and how emotion al intelligence role as a moderating variable to improve team performance. Diversity may trigger relationship conflicts within the team that affect their performance. However, not all diversity has a negative impact if the organization concerned can create a cohesiv e team. Team members with higher levels of expertise on the team should be given more influence over team processes and outcomes. Organizational support and openness have different effects on the relationship of diversity to the occurrence of conflict within the organiz ation. The emotional intelligence of team members was found to play an important role in reducing the negative effects that might be trigg ered by diversity. Emotionally intelligent team members are generally more capable of dealing with differences. Thus, they are more aware of the creative potential of their different thoughts, values, and beliefs. In conclusion, one of the efforts to improve team performance is to reduce or prevent conflicts within the team through emotional intelligence.

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Reaping the Rewards of Functional Diversity in Healthcare Teams: Why Team Processes Improve Performance

Group & Organization Management ◽

10.1177/1059601118769192 ◽

2018 ◽

Vol 43 (3) ◽

pp. 440-474 ◽

Cited By ~ 3

Author(s):

Anya Johnson ◽

Helena Nguyen ◽

Markus Groth ◽

Les White

Keyword(s):

Conflict Management ◽

Role Conflict ◽

Functional Diversity ◽

Team Performance ◽

Interpersonal Conflict ◽

Relative Importance ◽

Team Process ◽

Team Processes ◽

Healthcare Teams ◽

Functionally Diverse

Functional diversity in healthcare teams—where members from different healthcare professions work together—is often advocated as the key to achieving quality patient outcomes. However, although functionally diverse teams promise much, they do not always deliver on that promise. Based on the informational diversity perspective, we argue that functional diversity increases role conflict and is an important factor that can help to explain why functional diversity does not always lead to effective team performance. We also argue that team processes play an important role in moderating the effect of functional diversity on role conflict and that depending on how functionally diverse healthcare teams are, certain team processes are more important than others for reducing role conflict thereby leading to improved team performance. We contrast two specific team processes (interpersonal conflict management and back up and helping) and argue for their relative importance depending on the level of functional diversity in healthcare teams. Data from 75 hospital teams support our differential predictions that interpersonal conflict management is a particularly important team process for reducing role conflict and improving team performance for teams with high functional diversity, whereas for teams with low functional diversity, back up and helping is a more important team process. These results have important implications for the management of functionally diverse healthcare teams. By identifying the relative importance of team processes, these results provide evidence for investing in team processes that enable healthcare teams to reap the rewards of functional diversity.

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Effects of Cross-Training on Team Performance, Communication, and Workload in Simulated Air Battle Management

PsycEXTRA Dataset ◽

10.1037/e572172013-328 ◽

2012 ◽

Author(s):

Adam J. Strang ◽

Gregory J. Funke ◽

Benjamin A. Knott ◽

Scott M. Galster ◽

Sheldon M. Russell

Keyword(s):

Team Performance ◽

Cross Training

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Establishing a Collaboration Contract to Facilitate Team Performance

Journal of Doctoral Nursing Practice ◽

10.1891/2380-9418.9.1.13 ◽

2016 ◽

Vol 9 (1) ◽

pp. 13-19

Author(s):

Phyllis M. Gaspar ◽

Lori Catalano ◽

Timothy M. Gaspar

Keyword(s):

Team Performance ◽

Research Evidence ◽

American Association ◽

Evidence Based ◽

Professional Conduct ◽

Team Processes ◽

Doctor Of Nursing Practice ◽

Team Projects ◽

Essential Components ◽

Varied Composition

Effective collaboration is essential for team projects whether related to research, evidence-based practice, or quality improvement efforts and is especially relevant to the doctor of nursing practice (DNP)-prepared nurse (American Association of Colleges of Nursing [AACN], 2006). High-quality projects are accomplished through planning and organization and cannot be left to chance (Yonge, Skillen, & Henderson, 1996). A collaboration contract negates the “left to chance” philosophy by promoting clarity of roles, responsibilities, and team processes. Seven “Cs” of collaboration (contribution, communication, commitment, compatibility, consensus, credit, and cohesion) provide a guiding format for essential components of a contract (Govoni & Pierce, 1997; Lancaster, 1985). This article describes these components and the process for establishing a collaboration contract. An example of a contract is provided that can serve as a template for team projects. Approaches to adapting the contract for use with teams of varied composition are shared. A collaborative contract, along with professional conduct standards, supports achievement of the team goal.

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Shared mental models as moderators of team process-performance relationships

Social Behavior and Personality An International Journal ◽

10.2224/sbp.2010.38.4.433 ◽

2010 ◽

Vol 38 (4) ◽

pp. 433-444 ◽

Cited By ~ 15

Author(s):

Ying Zhou ◽

Erping Wang

Keyword(s):

Mental Models ◽

Team Performance ◽

Positive Impact ◽

Project Planning ◽

Shared Mental Models ◽

Future Research ◽

Team Process ◽

Team Processes ◽

And Performance ◽

The Relationship

The effects of shared mental models on the relationship between episodic team behavioral processes and performance were investigated, while teams were using an experimentally stimulated construction project planning program. The results indicated that episodic team processes made positive contributions to the team performance. Furthermore, a hierarchical linear regression indicated that the convergence of shared teamwork mental models moderated the effects of team processes on team performance. Specifically, the positive impact of team processes on performance was found to be improved for those teams who shared more similar teamwork mental models than for teams who hold fewer similar teamwork mental models. Potential implications and relevant impacts on future research are discussed.

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The impact of negative mood on team performance

Journal of Management & Organization ◽

10.1017/s1833367200004077 ◽

2006 ◽

Vol 12 (2) ◽

pp. 131-145 ◽

Cited By ~ 18

Author(s):

Peter J Jordan ◽

Sandra A Lawrence ◽

Ashlea C Troth

Keyword(s):

Team Performance ◽

Detrimental Effect ◽

Negative Mood ◽

Poor Performance ◽

Theory And Practice ◽

Team Processes ◽

Team Members ◽

Team Conflict ◽

The Impact ◽

The Relationship

ABSTRACTAlthough organisations often implement team-based structures to improve performance, such restructuring does not automatically ameliorate poor performance. The study in this article explores the relationship between team members' negative mood and team processes (social cohesion, workload sharing, team conflict) to determine if negative mood has a detrimental effect on team performance via team processes. Two hundred and forty one participants completed surveys and were involved in an independently rated performance task that was completed over eight weeks. Negative mood was found to influence team processes and as a consequence, team performance. The results, however, were not uniformly negative. Implications for theory and practice are discussed.

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An Investigation of Team Inputs, Processes, And Emergent States on Performance in a Spaceship Bridge Simulation

Proceedings of the Human Factors and Ergonomics Society Annual Meeting ◽

10.1177/1071181321651115 ◽

2021 ◽

Vol 65 (1) ◽

pp. 1475-1479

Author(s):

Richard J. Simonson ◽

Joseph R. Keebler ◽

Ryan J. Wallace ◽

Andrew C. Griggs

Keyword(s):

Team Performance ◽

Systems Engineering ◽

Team Effectiveness ◽

Team Processes ◽

Simulated Environment ◽

Emergent States ◽

Overall Performance ◽

Input Variables ◽

Research Initiatives ◽

Individual Input

This investigation serves to provide evidence on the effects of various input variables on intact teams through repeated team performance sessions in a team spaceship bridge simulation (i.e. Artemis). The Input Mediator/Moderator Output Input (IMOI) model provides a systems engineering an approach to understand various team and individual input variables contribution to the development of team processes and emergent states, ultimately leading to a team’s ability to perform together. While various prior research initiatives have served to contribute to the pool of evidence of which input variables are most highly predictive of a team’s overall performance, the need for further and recursive input to output investigations is needed. Our results indicate perceived team effectiveness and cohesion are significant predictors in team performance and that skill and knowledge of a simulated environment may overshadow team-specific effectiveness indicators as the team gains experience.

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