scholarly journals Time to go wild: How to conceptualize and measure process dynamics in real teams with high-resolution

2019 ◽  
Vol 9 (4) ◽  
pp. 245-275 ◽  
Author(s):  
Florian Klonek ◽  
Fabiola Heike Gerpott ◽  
Nale Lehmann-Willenbrock ◽  
Sharon K. Parker
Keyword(s):  
High Resolution ◽  
Mixed Methods Research ◽  
Temporal Dynamics ◽  
Field Studies ◽  
Abductive Reasoning ◽  
Team Dynamics ◽  
Text Data ◽  
Team Processes ◽  
Team Members ◽  
Process Dynamics

Team processes are interdependent activities among team members that transform inputs into outputs, vary over time, and are critical for team effectiveness. Understanding the temporal dynamics of team processes and related team phenomena with a high-resolution lens (i.e., methods with high sampling rates) is particularly challenging when going “into the wild” (i.e., studying teams operating in their full situated context). We review quantitative field studies using high-resolution methods (e.g., video, chat/text data, archival, wearables) and map out the various temporal lenses for studying team dynamics. We synthesize these different lenses and present an integrated temporal framework that is of help in theorizing about team dynamics. We also provide readers with a “how to” guide that summarizes four essential steps along with analytical methods (e.g., sequential and pattern analyses, mixed-methods research, abductive reasoning) that are applicable to the broad scope of high-resolution methods.

Variables associated with perceived work role performance among mental healthcare professionals: The importance of team dynamics

2018 ◽  
Vol 6 (3) ◽  
pp. 413
Author(s):  
Marie-Josée Fleury ◽  
Guy Grenier ◽  
Jean-Marie Bamvita ◽  
Marie-Pierre Markon ◽  
François Chiocchio
Keyword(s):  
Mental Health ◽  
Mental Health Professionals ◽  
Health Professionals ◽  
Mental Healthcare ◽  
Work Role ◽  
Team Dynamics ◽  
Role Performance ◽  
Team Processes ◽  
Team Members ◽  
Emergent States

Rationale, aims, and objectives: Team effectiveness is associated not only with team design, but also with team dynamics such as work role performance. This study aimed to: (1) identify variables associated with perceived work role performance in a sample of 315 mental health professionals and (2) assess the contributions of team members and team characteristics; organizational and territorial context; team emergent states and team processes.Method: Mental health professionals from 4 health service networks in Quebec, Canada, completed a self-administered questionnaire consisting of standardized scales. Based on a conceptual framework adapted from the Input-Mediator-Output-Input (IMOI) model, independent variables were organized according to: (1) characteristics of team members and their teams, (2) organizational and territorial context, (3) team emergent states and (4) team processes. Their respective contributions to perceived work role performance were tested using a hierarchical regression analysis.Results: Perceived work role performance was associated with younger age (characteristics of team members and their team), familiarity between co-workers (Team emergent states) and belief in interprofessional collaboration, knowledge-sharing, team interdependence and team support (Team processes). Most variation in work role performance was explained by Team emergent states, followed by Team processes.Conclusion: This study tested a large number of variables associated with perceived work role performance in mental healthcare based on a comprehensive and innovative, theory-driven framework. The inclusion of mental health professionals from several types of teams representing mental health networks in different geographical areas added value to the study. The results confirm the need for managers to optimize team emergent states and team processes in order to improve work role performance. Initiatives such as training in teamwork and clinical guidelines are recommended.

The making and unmaking of teams

2019 ◽  
Vol 72 (12) ◽  
pp. 1891-1919 ◽  
Author(s):  
Katja Einola ◽  
Mats Alvesson
Keyword(s):  
Team Dynamics ◽  
Team Processes ◽  
Team Members ◽  
Team Structure ◽  
Cross Border ◽  
Working Through ◽  
Team Task ◽  
Process Studies ◽  
Over Time ◽  
Temporary Teams

Contemporary expert organizations rely heavily on cross-border, often temporary teams typically working through virtual means of communication. While static aspects of teams are well researched, there have been considerably fewer studies on team dynamics and team processes. Existing process studies tend to take a cautious, entity-based approach, emphasizing team structure as much as (or even more than) processual aspects. This article represents a shift from studying teams as entities and structures changing over time to studying teams as an on-going process. Participants engage in teaming and thus in the continued making and sometimes unmaking of teams. We report on a study of three anatomically similar, self-managed teams performing the same set of complex tasks with radically different teaming processes. With more or less successful shared sensemaking, the team members collectively create (or fail to create) not only team task outputs but also the team itself.

scholarly journals Capturing Team Dynamics in the Wild: The Communication Analysis Tool

2020 ◽  
Vol 51 (3) ◽  
pp. 303-341 ◽  
Author(s):  
Florian E. Klonek ◽  
Annika L. Meinecke ◽  
Georgia Hay ◽  
Sharon K. Parker
Keyword(s):  
High Resolution ◽  
Self Report ◽  
Multidisciplinary Teams ◽  
Team Dynamics ◽  
Analysis Tool ◽  
Communication Analysis ◽  
Team Processes ◽  
In The Wild ◽  
Using Data ◽  
Core Features

Capturing team processes, which are highly dynamic and quickly unfold over time, requires methods that go beyond standard self-report measures. However, quantitative observational methods are challenging when teams are observed in the wild, that is, in their full-situated context. Technologically advanced tools that enable high-resolution measurements in the wild are rare and, when they exist, expensive. The present research advances high-resolution measurement of team processes by introducing a technological application—the Communication Analysis Tool (CAT)—that captures fine-grained interactions in real workplace contexts. We introduce four core features of CAT: (a) customized coding measures, (b) session-based feedback on interrater reliability, (c) visualization and feedback options for displaying team dynamics, and (d) an export function to conduct advanced statistical analyses on effective team processes. We illustrate these core features using data from an organizational field project on multidisciplinary teams tasked with diagnosing patients with uncommon and highly complex medical conditions.

Importance-Weighted Density: A Shared Leadership Illustration of the Case for Moving Beyond Density and Decentralization in Particularistic Resource Networks

2018 ◽  
Vol 23 (3) ◽  
pp. 432-456 ◽  
Author(s):  
G. James Lemoine ◽  
Gamze Koseoglu ◽  
Hamed Ghahremani ◽  
Terry C. Blum
Keyword(s):  
Monte Carlo ◽  
Shared Leadership ◽  
Field Studies ◽  
Team Processes ◽  
Detailed Understanding ◽  
Weighted Density ◽  
Team Members ◽  
Intangible Resources ◽  
Network Measure ◽  
Resource Networks

Social network analysis has been increasingly used by researchers to operationalize team processes and emergent states. Despite their advantages over aggregate measures, the most frequently used network measures such as density and centrality are agnostic to potentially meaningful elements reflecting the patterns of ties between team members. Specifically, intangible resources transmitted within team networks are often more particularistic, such that the value of the shared resource is dependent upon who gives it. We use shared leadership as an exemplar case for explaining this issue and proposing a solution in the form of a new network measure, importance-weighted density (IWD). Combining logic from the principles of density, decentralization, and eigenvector centralization, IWD provides a more detailed understanding of network tie patterns by taking into account the degree to which ties emerge from members who are themselves well connected. We test the measure’s validity in a series of Monte Carlo simulations and laboratory and field studies. We find that IWD has high convergent, discriminant, and criterion validities and discuss how this statistic might help to enhance the study of several other team constructs. We provide access to a downloadable tool for the calculation of IWD and other network statistics discussed within this article.

scholarly journals The power of individual cultural values in global virtual teams

2012 ◽  
Vol 12 (2) ◽  
pp. 193-210 ◽  
Author(s):  
Audra I. Mockaitis ◽  
Elizabeth L. Rose ◽  
Peter Zettinig
Keyword(s):  
Cultural Values ◽  
Cultural Differences ◽  
Virtual Teams ◽  
Virtual Team ◽  
Global Teams ◽  
Global Virtual Teams ◽  
Team Processes ◽  
Team Members ◽  
Face To Face ◽  
The Relationship

This paper investigates the perceptions of members of 43 culturally diverse global virtual teams, with respect to team processes and outcomes. Despite widespread acknowledgement of the challenges presented by cultural differences in the context of global teams, little is known about the effect of these differences on team dynamics in the absence of face-to-face interaction. Using a student-based sample, we study the relationship between global virtual team members’ individualistic and collectivistic orientations and their evaluations of trust, interdependence, communication and information sharing, and conflict during the team task. Our results suggest that a collectivist orientation is associated with more favorable impressions regarding global virtual team processes and that cultural differences are not concealed by virtual means of communication.

The Effects of Expertise and Social Status on Team Member Influence and the Moderating Roles of Intragroup Conflicts

2017 ◽  
Vol 44 (4) ◽  
pp. 745-776 ◽  
Author(s):  
Woonki Hong ◽  
Lu Zhang ◽  
Kwangwook Gang ◽  
Boreum Choi
Keyword(s):  
Social Status ◽  
Early Stage ◽  
Project Teams ◽  
Team Processes ◽  
Team Members ◽  
Expectation States ◽  
Team Projects ◽  
Expectation States Theory ◽  
Team Project ◽  
Do So

Drawing on expectation states theory and expertise utilization literature, we examine the effects of team members’ actual expertise and social status on the degree of influence they exert over team processes via perceived expertise. We also explore the conditions under which teams rely on perceived expertise versus social status in determining influence relationships in teams. To do so, we present a contingency model in which the salience of expertise and social status depends on the types of intragroup conflicts. Using multiwave survey data from 50 student project teams with 320 members at a large national research institute located in South Korea, we found that both actual expertise and social status had direct and indirect effects on member influence through perceived expertise. Furthermore, perceived expertise at the early stage of team projects is driven by social status, whereas perceived expertise at the later stage of a team project is mainly driven by actual expertise. Finally, we found that members who are being perceived as experts are more influential when task conflict is high or when relationship conflict is low. We discuss the implications of these findings for research and practice.

From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management

1998 ◽  
Vol 62 (4) ◽  
pp. 1-12 ◽  
Author(s):  
Ravindranath Madhavan ◽  
Rajiv Grover
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Distributed Cognition ◽  
New Product ◽  
Team Processes ◽  
Team Members ◽  
Personal Interaction ◽  
Design Variables ◽  
Embedded Knowledge ◽  
Team Orientation

Because new product development (NPD) teams are engaged in knowledge creation, NPD management should emphasize cognitive team processes rather than purely social processes. Using the notions of tacit knowledge and distributed cognition as a basis, the authors propose that the T-shaped skills, shared mental models, and NPD routines of team members, as well as the A-shaped skills of the team leader, are key design variables when creating NPD teams. The authors propose that trust in team orientation, trust in technical competence, information redundancy, and rich personal interaction are important process variables for the effective and efficient creation of new knowledge.

scholarly journals The surgical journey: exploring the OR-PACU handover

2021 ◽  
Author(s):  
Marketa Gross
Keyword(s):  
Health Care ◽  
Patient Safety ◽  
Content Analysis ◽  
Qualitative Study ◽  
Adverse Events ◽  
Team Processes ◽  
Team Members ◽  
Handover Process ◽  
Collective Competence ◽  
Transfer Of Information

Patient safety in health care remains a serious concern in Canada. Adverse events can lead to physiological and psychological complications and pose a significant economic burden on the health care system. The purpose of this descriptive qualitative study was to explore the team processes, roles and factors that underpin effective communication between team members during an OR-PACU handover. Content analysis revealed four major categories: Ownership, Distractions and Interruptions, Transfer of Information and Workflow. The results of this study, informed by the Theory of Collective Competence enhance our understanding of the OR-PACU handover and support the need for the development of a structured OR-PACU team handover process.

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