Leveraging Workforce Diversity and Team Development

2014 ◽  
pp. 1138-1150
Author(s):  
Aileen G. Zaballero ◽  
Hsin-Ling Tsai ◽  
Philip Acheampong
Keyword(s):  
Social Relations ◽  
Work Group ◽  
Group Development ◽  
Team Development ◽  
Cultural Work ◽  
Cultural Dimension ◽  
Social Dimensions ◽  
Organizational Contexts ◽  
Practical Concern ◽  
Stages Of Group Development

In this broadening landscape of business, corporations are encouraged to develop global leaders. “Changes in workforce demographics resulting from globalization, combined with the rising popularity of team-based management techniques, have resulted in a practical concern with the management of multicultural groups” (Thomas, 1999, p. 242). Organizations are challenged to implement a comprehensive approach to global development that encompasses different cultural perspectives. This chapter proposes to utilize team-based learning within a cross-cultural work-group. The use of a collaborative approach supports the social dimensions of learning and can exhibit greater productivity for individuals. According to Jonassen, Strobel, and Lee (2006) as cited by Schaffer, Lei, and Paulino (2008), “Knowledge exists not only in the heads of learners, but also in the conversations and social relations among collaborators” (p. 144). This chapter will emphasize the importance of collaborative team-based work groups among diverse settings. First, the authors will discuss the factors of diverse teams and identify the stages of group development focusing on Tuckman’s Model. In addition, Gert Hofstede’s cultural dimension will be addressed. Finally, organizational contexts that impact the performance of diverse teams such will be explored.

Leveraging Workforce Diversity and Team Development

2012 ◽  
pp. 341-353
Author(s):  
Aileen G. Zaballero ◽  
Hsin-Ling Tsai ◽  
Philip Acheampong
Keyword(s):  
Work Groups ◽  
Group Development ◽  
Team Development ◽  
Workforce Diversity ◽  
Cultural Dimension ◽  
Organizational Contexts ◽  
Collaborative Team ◽  
Stages Of Group Development

This chapter will emphasize the importance of collaborative team-based work groups among diverse settings. First, the authors will discuss the factors of diverse teams and identify the stages of group development focusing on Tuckman’s Model. In addition, Gert Hofstede’s cultural dimension will be addressed. Finally, organizational contexts that impact the performance of diverse teams such will be explored.

The Link Between Teamwork and Patients’ Outcomes in Intensive Care Units

2003 ◽  
Vol 12 (6) ◽  
pp. 527-534 ◽  
Author(s):  
Susan A. Wheelan ◽  
Christian N. Burchill ◽  
Felice Tilin
Keyword(s):  
Intensive Care ◽  
Intensive Care Units ◽  
Group Development ◽  
Mortality Rates ◽  
Team Development ◽  
Team Members ◽  
High Performing ◽  
Staff Members ◽  
Stages Of Group Development ◽  
The Relationship

• Background Links between teamwork and outcomes have been established in a number of fields. Investigations into this link in healthcare have yielded equivocal results. • Objective To examine the relationship between the level of self-identified teamwork in the intensive care unit and patients’ outcomes. • Method A total of 394 staff members of 17 intensive care units completed the Group Development Questionnaire and a demographic survey. The questionnaire is a reliable and valid measure of team development and effectiveness. Each unit’s predicted and actual mortality rates for the month in which data were collected were obtained. Pearson product moment correlations and analyses of variance were used to analyze the data. • Results Staff members of units with mortality rates that were lower than predicted perceived their teams as functioning at higher stages of group development. They perceived their team members as less dependent and more trusting than did staff members of units with mortality rates that were higher than predicted. Staff members of high-performing units also perceived their teams as more structured and organized than did staff members of lower-performing units. • Conclusions The results of this study and others establish a link between teamwork and patients’ outcomes in intensive care units. The evidence is sufficient to warrant the implementation of strategies designed to improve the level of teamwork and collaboration among staff members in intensive care units.

scholarly journals Incremental and radical open service innovation

2018 ◽  
Vol 32 (2) ◽  
pp. 101-112 ◽  
Author(s):  
Per Myhren ◽  
Lars Witell ◽  
Anders Gustafsson ◽  
Heiko Gebauer
Keyword(s):  
Service Innovation ◽  
Group Development ◽  
Case Analysis ◽  
Team Development ◽  
Service Development ◽  
New Service Development ◽  
Content Type ◽  
Open Service ◽  
Cross Case Analysis

Purpose Open service innovation is an emergent new service development practice, where knowledge on how to organize development work is scarce. The purpose of the present research is to identify and describe relevant archetypes of open service innovation. The study views an archetype as an organizing template that includes the competence of participants, organizing co-creation among participants and ties between participants. In particular, the study’s interest lies in how open service innovation archetypes are used for incremental and radical service innovation. Design/methodology/approach For the research, a nested case study was performed, in which an industrial firm with nine open service innovation groups was identified. Forty-five interviews were conducted with participants. For each case, first a within-case analysis was performed, and how to perform open service innovation in practice was described. Then, a cross-case analysis identifying similarities and differences between the open service innovation groups was performed. On the basis of the cross-case analysis, three archetypes for open service innovation were identified. Findings The nested case study identified three archetypes for open service innovation: internal group development, satellite team development and rocket team development. This study shows that different archetypes are used for incremental and radical service innovation and that a firm can have multiple open service innovation groups using different archetypes. Practical implications This study provides suggestions on how firms can organize for open service innovation. The identified archetypes can guide managers to set up, develop or be part of open service innovation groups. Originality/value This paper uses open service innovation as a mid-range theory to extend existing research on new service development in networks or service ecosystems. In particular, it shows how open service innovation can be organized to develop both incremental and radical service innovations.

scholarly journals Belonging and Home

2021 ◽  
pp. 99-115
Author(s):  
Tuuli Lähdesmäki ◽  
Jūratė Baranova ◽  
Susanne C. Ylönen ◽  
Aino-Kaisa Koistinen ◽  
Katja Mäkinen ◽  
...  
Keyword(s):  
Young Children ◽  
Social Relations ◽  
Sense Of Belonging ◽  
Social Dimensions ◽  
Spatial Span ◽  
Micro Scale ◽  
Very Young Children ◽  
Wide Range ◽  
Living Together ◽  
Core Feature

AbstractIn this chapter, the authors discuss artifacts in which children explore belonging and home. The chapter defines the sense of belonging as a core feature of humanity and living together. The feeling of having a home and being at home is both an intimate and a socially shared aspect of belonging. The children expressed belonging to a wide range of spaces in their artifacts. This spatial span extends from macro to micro scale and indicates belonging based on spaces, social relations, and materiality. Even very young children can see and depict their belonging as multiple and including spatial and social dimensions. The analyzed artifacts reveal both concrete and symbolic approaches to belonging and home.

scholarly journals The role of group dynamics in creating a developing educational environment of a university

2021 ◽  
Vol 122 ◽  
pp. 04002
Author(s):  
Irina Alexandrovna Povarenkina ◽  
Natalia Hidarovna Frolova ◽  
Yulia Vladimirovna Chicherina
Keyword(s):  
Group Dynamics ◽  
Work Group ◽  
Team Building ◽  
Group Development ◽  
Value Orientations ◽  
The Sustainable Development ◽  
Higher Education System ◽  
Didactic Literature ◽  
Interdisciplinary Problems ◽  
Educational Paradigm

The transition to an individually-oriented educational paradigm and the freedom to choose individual learning trajectories leads to the underestimation of students’ teamwork and group dynamics. The study addresses current issues in the implementation of team-building methods and technologies that have not been adequately addressed in the scientific didactic literature. Since at the present stage of its development society faces the need for specialists who able to positively and effectively adapt and interact in a work team, propose constructive ideas, and work in teams, more broad and diverse use of group forms of learning in the higher education system is needed. The article discloses the specifics of the group approach to education. Teamwork contributes to the development of personal and social and group growth and self-realization and strengthens value orientations in the formation of a humanistic worldview which, in turn, is aimed at the sustainable development of society. Such competencies include team competencies that involve the ability to solve interdisciplinary problems. The formation and development of such competencies take place in the context of teamwork. In the context of group dynamics, a student is responsible for reaching their own goals and shares the responsibility for achieving the goals of the team. A student team, in turn, is an environment where each of its members grows professionally and develops personally according to their individual trajectory of success. Theoretical analysis of group development and experimental education prove the effectiveness of group work. Group dynamics provide students with the opportunity not only to be creative but also to create a positive atmosphere and team spirit in the group.

Minding the Competency Gap From College to Career

2021 ◽  
pp. 268-288
Author(s):  
Kimberlee Beth Josephson
Keyword(s):  
Virtual Teams ◽  
Industrial Revolution ◽  
Group Development ◽  
Team Leadership ◽  
Competency Development ◽  
Socialization Process ◽  
Course Content ◽  
Virtual Teaming ◽  
Business Acumen ◽  
Stages Of Group Development

The Fourth Industrial Revolution is proving the development of certain soft skills to be of utmost importance and yet a skills gap is present regarding human-centric competencies and critical thinking capabilities. Fundamental proficiencies such as professionalism and business acumen are even proving to be deficient according to workforce trends, and this may worsen given the new norm of remote campus communities, whereas students will still engage with course content but less so with each other. As such, organizations utilizing online platforms for e-learning and virtual teaming should be mindful of not only the performance of the group but the abilities of participants and the socialization process necessary for aiding in competency development. The stages of group development identified by Bruce Tuckman are useful for reinforcing the application of the proposed principles for successful virtual team leadership by Deloitte. Through the alignment of stages and principles, virtual teams can increase their chances for not only success but competency development.

Stages of Group Development: An Empirical Test of Tuckman's Hypothesis

1971 ◽  
Vol 7 (2) ◽  
pp. 180-193 ◽  
Author(s):  
Philip J. Runkel ◽  
Marilyn Lawrence ◽  
Shirley Oldfield ◽  
Mimi Rider ◽  
Candee Clark
Keyword(s):  
Empirical Test ◽  
Group Development ◽  
Stages Of Group Development
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