scholarly journals Responding to Change and Transition in INKE’s Year 3

2013 ◽  
Vol 4 (3) ◽  
Author(s):  
Lynne Siemens
Keyword(s):  
Large Scale ◽  
Team Building ◽  
Project Teams ◽  
Team Members ◽  
The Third ◽  
Research Areas ◽  
Building Activities ◽  
Responding To Change ◽  
Large Scale Project

Use of project teams is increasing, however little is known about collaboration as it actually occurs over the life of projects. This paper explores the nature of collaboration within Implementing New Knowledge Environments (INKE) after three years of funded research. The third year is characterized by change and transition with new team members, partners, and sub-research areas. INKE continues to draw upon structures and processes, including team building activities, in-person meetings, multiple communication channels, evolving governance documents to support the collaboration, and incorporating collaboration-ready individuals.  The paper concludes with recommendations for similar long term, large-scale project teams.

scholarly journals Firing on all cylinders: Progress and Transition in INKE’s Year 2

2013 ◽  
Vol 3 (4) ◽  
Author(s):  
Lynne Siemens
Keyword(s):  
Human Resources ◽  
Large Scale ◽  
Communication Channels ◽  
Project Teams ◽  
Research Progress ◽  
Institutional Policies ◽  
New Knowledge ◽  
Second Year ◽  
Large Scale Project

Use of project teams is increasing; however little is known about collaboration as it actually occurs over project’s life. This paper explores nature of collaboration within Implementing New Knowledge Environments (INKE) after two years of funded research.  The second year is characterized by forward research progress, positive relationships, and transitions and challenges related to human resources, team restructuring and partner institutional policies.  INKE is drawing upon structures and processes, including in-person meetings, multiple communication channels and evolving governance documents to support the collaboration.  The paper concludes with recommendations for similar long term, large-scale project team.

scholarly journals The Revitalization of the Historic Centre of the Town Slany

2014 ◽  
Vol 12 ◽  
pp. 3-11
Author(s):  
Zuzana Pešková
Keyword(s):  
Regional Policy ◽  
Large Scale ◽  
Test Theory ◽  
Team Members ◽  
Practical Design ◽  
Historic Centre ◽  
Reconstruction Project ◽  
One Year ◽  
The Town ◽  
Large Scale Project

In 2006, the town council of Slany decided to respond to the new trend of regional policy in the Central Bohemia region and focused on the revitalization of the historic core of the town. The large-scale project was assigned to a team of professionals (teachers and graduates of the Faculty of Civil Engineering of the Czech Technical University in Prague), led by Professor Sykora. Team members are to deal with issues of historical centre. The project presented a challenge to test theory, principles and procedures in practical design. The projected area featured Masaryk Square and 22 adjacent streets defined by the existing town walls. The reconstruction project of Vinarickeho Street was the first part of the overall project of revitalization of the historic core of the town chosen to implement. This reconstruction was one of the most technically, organizationally and financially complex works that have been undertaken in Slany recently. Construction started in November 2010 and lasted one year. Although this is a project of smaller scope, thanks to its complexity, sensitive approach and craftsmanship it brought the creators the price Construction of the Year 2012 in the Central Bohemia region and advanced to the second round in the competition Construction of the Year 2012 in Czech Republic.

Large scale project team building

2008 ◽  
Vol 51 (10) ◽  
pp. 113-116 ◽  
Author(s):  
Mary C. Jones
Keyword(s):  
Large Scale ◽  
Team Building ◽  
Project Team ◽  
Large Scale Project

scholarly journals Evaluation of Appreciative Inquiry Interventions

2021 ◽  
Author(s):  
◽  
Martin Stellnberger
Keyword(s):  
Appreciative Inquiry ◽  
Large Scale ◽  
Research Training ◽  
Team Building ◽  
Great Emphasis ◽  
Structured Interviews ◽  
Organizational Processes ◽  
Self Reflection ◽  
The Third ◽  
Managerial Action

<p>As a relatively new tool for organization development, action research, training and team building, Appreciative Inquiry (AI) has gained popularity worldwide (Messerschmidt, 2008). Whilst much research has addressed the approach and its philosophy, AI still remains an approach with little self-reflection or critique (Grant & Humphries, 2006). It has been suggested that evaluation of past AI interventions is needed to inform managerial action in conducting future interventions and contribute to the literature on AI (Dunlap, 2008).  In this thesis, three large-scale AI interventions (between 130 and 320 participants in the summit) were evaluated. Three organizations operating in New Zealand and Australia agreed to participate in this research. Across these three organizations, data were collected through 23 semi-structured interviews of employees who were involved in the AI summit. Evaluation of these interventions was carried out by comparing the findings of the interviews with the intended goals and outcomes for each organization in initially performing an AI summit. In addition, the findings were contrasted with the existing literature on AI and recommendations for future implementations are made.  This research shows that the interviewees across the three organizations consistently reflected very positively on the AI summit. They commonly used words like 'fun', 'great', 'amazing', 'exciting', 'energizing', 'motivating' and 'making you feel special' to describe the event. Particularly, the involvement of a diverse group of people (co-workers from different management levels, customers, suppliers, external partners, etc.) in the summit was highly appreciated by the interviewees.  While the literature puts a great emphasis on the AI summit and the planning of the event, the findings indicate that the things that happen post the summit are at least as important as the actual summit itself. Two out of three organizations appear to have underestimated the importance of what should happen after the event and ultimately failed in integrating AI into their organizational processes or capturing significant benefits following the AI summit. In contrast, the third organization put a strong emphasis on planning actions that followed the summit and consequently managed to make AI part of their way of operating.</p>

scholarly journals Building Interdisciplinary Teams in Emergency Care to Respond to National Emergencies: Addressing the Opioid Epidemic

2021 ◽  
Author(s):  
Erick Guerrero ◽  
Jemima A. Frimpong ◽  
Angelique Hearn ◽  
Veronica Serret ◽  
Welmoed K. van Deen ◽  
...  
Keyword(s):  
Emergency Care ◽  
Qualitative Methodology ◽  
Team Building ◽  
Relationship Building ◽  
Opioid Epidemic ◽  
Structured Interviews ◽  
Team Members ◽  
Interdisciplinary Knowledge ◽  
Building Activities

This study responds to the gap in knowledge in translating team members’ interdisciplinary knowledge to address wicked problems. We use qualitative methodology to understand the team-building process and response to the opioid epidemic in emergency care. We collected data through direct observation of nine health system science researchers and thought leaders as they performed in team-building activities and semi-structured interviews. The cultural exchange framework informed our selection and assessment of team-building activities, and the science of team science (SciTS) framework informed our understanding of promoting interdisciplinary collaborations. We identified six themes representing three areas: (1) Knowledge Building and Strategy Development (need for interdisciplinary understanding of substance abuse and mental health in the emergency department (ED); interdisciplinary approaches to fight the opioid epidemic in the ED); (2) Team Demographics and Collaboration (prescribing and collaboration; the role of interdisciplinary team composition and effectiveness in the ED); and (3) Identity and Relationship Building (role of professional identity in contributing to interdisciplinary research; building effective organizational relationships in the ED). Members’ personal and professional connections are fundamental for developing nuanced interdisciplinary strategies to respond to the opioid epidemic in the ED. We discuss implications for strategies that promote team building and improve treatment practices.

scholarly journals Deep time diversity and the early radiations of birds

2021 ◽  
Vol 118 (10) ◽  
pp. e2019865118
Author(s):  
Yilun Yu ◽  
Chi Zhang ◽  
Xing Xu
Keyword(s):  
Evolutionary History ◽  
Large Scale ◽  
Evolutionary Rate ◽  
Rapid Evolution ◽  
Morphological Data ◽  
Deep Time ◽  
The Third ◽  
Time Diversity ◽  
History Of

Reconstructing the history of biodiversity has been hindered by often-separate analyses of stem and crown groups of the clades in question that are not easily understood within the same unified evolutionary framework. Here, we investigate the evolutionary history of birds by analyzing three supertrees that combine published phylogenies of both stem and crown birds. Our analyses reveal three distinct large-scale increases in the diversification rate across bird evolutionary history. The first increase, which began between 160 and 170 Ma and reached its peak between 130 and 135 Ma, corresponds to an accelerated morphological evolutionary rate associated with the locomotory systems among early stem birds. This radiation resulted in morphospace occupation that is larger and different from their close dinosaurian relatives, demonstrating the occurrence of a radiation among early stem birds. The second increase, which started ∼90 Ma and reached its peak between 65 and 55 Ma, is associated with rapid evolution of the cranial skeleton among early crown birds, driven differently from the first radiation. The third increase, which occurred after ∼40 to 45 Ma, has yet to be supported by quantitative morphological data but gains some support from the fossil record. Our analyses indicate that the bird biodiversity evolution was influenced mainly by long-term climatic changes and also by major paleobiological events such as the Cretaceous–Paleogene (K–Pg) extinction.

Investigating the relationships among team emotional intelligence, trust, conflict and team performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 120-137 ◽  
Author(s):  
Azadeh Rezvani ◽  
Rowena Barrett ◽  
Pouria Khosravi
Keyword(s):  
Emotional Intelligence ◽  
Team Performance ◽  
Construction Projects ◽  
Large Scale ◽  
Scale Construction ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Team Conflict ◽  
The Relationship

PurposeThe purpose of the study is to enhance understanding of the relationships among team emotional intelligence (EI), trust in team, conflict in team and team performance.Design/methodology/approachA sample of 389 team members from 84 project teams in large-scale construction projects was surveyed.FindingsFindings showed that team EI is positively associated with team performance. In addition, trust and conflict in the team mediate the association between team EI and team performance.Practical implicationsThe ability to perceive one’s own and others’ emotions significantly increases the likelihood of team performance by increasing trust in a team and reducing conflict. Therefore, managers can use these findings to boost team performance and reduce conflict in their teams.Originality/valueThis research contributes to the better understanding of the relationship between team EI and team performance in large-scale construction projects. In addition, this research is an empirical investigation into the mediation variables linking EI to team performance.

scholarly journals Operationalization, implementation, and evaluation of Collaboration Planning: A pilot interventional study of nascent translational teams

2020 ◽  
pp. 1-6
Author(s):  
Betsy Rolland ◽  
Linda Scholl ◽  
Sainath Suryanarayanan ◽  
Peggy Hatfield ◽  
Kate Judge ◽  
...  
Keyword(s):  
Learning Experience ◽  
Team Building ◽  
High Impact ◽  
Team Science ◽  
Team Members ◽  
Wide Range ◽  
Science Group ◽  
Building Activities ◽  
Team Functioning ◽  
Or Team

Abstract Background: The University of Wisconsin Institute for Clinical and Translational Research hub supports multiple pilot award programs that engage cross-disciplinary Translational Teams. To support those teams, our Team Science group aims to offer a learning experience that is accessible, active, and actionable. We identified Collaboration Planning as a high-impact intervention to stimulate team-building activities that provide Translational Team members with the skills to lead and participate in high-impact teams. Methods: We adapted the published materials on Collaboration Planning to develop a 90-minute facilitated intervention with questions in 10 areas, presuming no previous knowledge of Science of Team Science (SciTS) or team-science best practices. Attendees received a short follow-up survey and submitted a written collaboration plan with their first quarterly progress report. Results: Thirty-nine participants from 13 pilot teams from a wide range of disciplines engaged in these sessions. We found that teams struggled to know who to invite, that some of our questions were confusing and too grounded in the language of SciTS, and groups lacked plans for managing their information and communications. We identified several areas for improvement including ensuring that the process is flexible to meet the needs of different teams, continuing to evolve the questions so they resonate with teams, and the need to provide resources for areas where teams needed additional guidance, including information and data management, authorship policies, and conflict management. Conclusions: With further development and testing, Collaboration Planning has the potential to support Translational Teams in developing strong team dynamics and team functioning.

scholarly journals Effects of Practice Turnover on Primary Care Quality Improvement Implementation

2019 ◽  
Vol 35 (1) ◽  
pp. 16-22 ◽  
Author(s):  
Andrea N. Baron ◽  
Jennifer R. Hemler ◽  
Shannon M. Sweeney ◽  
Tanisha Tate Woodson ◽  
Allison Cuthel ◽  
...  
Keyword(s):  
Primary Care ◽  
Quality Improvement ◽  
Large Scale ◽  
Team Building ◽  
Care Quality ◽  
Working Relationships ◽  
Primary Care Quality ◽  
Primary Care Practices ◽  
The Relationship

Primary care practices often engage in quality improvement (QI) in order to stay current and meet quality benchmarks, but the extent to which turnover affects practices’ QI ability is not well described. The authors examined qualitative data from practice staff and external facilitators participating in a large-scale QI initiative to understand the relationship between turnover and QI efforts. The examination found turnover can limit practices’ ability to engage in QI activities in various ways. When a staff member leaves, remaining staff often absorb additional responsibilities, and QI momentum slows as new staff are trained or existing staff are reengaged. Turnover alters staff dynamics and can create barriers to constructive working relationships and team building. When key practice members leave, they can take with them institutional memory about QI purpose, processes, and long-term vision. Understanding how turnover affects QI may help practices, and those helping them with QI, manage the disruptive effects of turnover.

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