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Die Prävention von Rechtsextremismus und Ultranationalismus in der Migrationsgesellschaft ist das Ziel des Projekts "Hadi, wir müssen reden!" von der LAKA (= Landesverband der kommunalen Migrantenvertretungen Baden-Württemberg). Dafür wurden drei Workshops und drei Basis-Vorträge von Expert*innen entwickelt. Für die Durchführung der Workshops für Jugendliche und junge Erwachsene sowie für die Durchführung von Basis-Vorträgen für Erwachsene und Fachkräfte werden ab sofort und fortlaufend Teamer*innen auf Honorarbasis gesucht. Es ist möglich, sich für die Durchführung der Workshops und der Basis-Vorträge gleichzeitig zu bewerben. Die Ausschreibungen findet man hier:https://www.laka-bw.de/wordpress/wp-content/uploads/2024/01/Teamerinnen-HWMR-Basisvortraege.pdfhttps://www.laka-bw.de/wordpress/wp-content/uploads/2024/01/Teamerinnen-HWMR-Workshops.pdf Die Teamer*innen-Schulung für die Workshops findet am 17. Februar 2024 und für die Basis-Vorträge am 18. Februar 2024 jeweils in Stuttgart statt. Bitte senden Sie Ihre Fragen und ihre Bewerbung (Motivationsschreiben und Lebenslauf; als PDF-Datei, Angabe Themenbereich) mit dem Betreff "Bewerbung Teamer*in" an info@laka-bw.de ...

Using data from 36 combat teams, we examined how transformational leadership is connected with team mental model (TMM) similarity. In addition, we investigated the mediating role of TMM similarity and team efficacy in the link between transformational leadership and intra-team conflict. Data analysis revealed that well-defined transformational leadership behaviors were positively associated with TMM similarity, whereas TMM similarity was positively connected with team efficacy. Results also indicated that higher levels of team efficacy were associated with lower levels of intra-team conflict (task, relationship, and process). In addition, both TMM similarity and team efficacy mediated the link between transformational leadership and intra-team conflict. Implications of findings are discussed.

Written by a hazardous materials consultant with over 40 years of experience in emergency services, the five-volume Hazmatology: The Science of Hazardous Materials suggests a new approach dealing with the most common aspects of hazardous materials, containers, and the affected environment. It focuses on innovations in decontamination, monitoring instruments, and personal protective equipment in a scientific way, utilizing common sense, and takes a risk-benefit approach to hazardous material response. This set provides the reader with a hazardous materials "Tool Box" and a guide for learning which tools to use under what circumstances. Volume Five, Hazmat Team Spotlight, covers hazardous materials teams across the United States. Levels of response vary between urban and rural areas, as do resources. This volume covers the history, vehicles, types of response, equipment, and resources, as well as procedures and innovations across different teams nationwide. FEATURES Presents geographical and historical background of departments and hazmat teams Includes department organization and resources Provides an exploration of selected, specific department case studies nationwide Outlines basic operation procedures Highlights resources, training, and hazmat exposures, both transportation and fixed

The aim of this study is to analyse diversity in team learning behaviour between and among national respondents' perceptions during a military staff exercise (CJSE). Edmondson's team learning behaviour model is used as the theoretical basis of the study. The results showed statistically significant differences both between and among national respondents' perceptions. The research results indicate that team leader coaching, team psychological safety, the importance of obtaining expert knowledge as well as pre-exercise training are perceived to be crucial for team learning behaviour. The study has theoretical and practical implications for a more nuanced understanding of the diversity of team learning behaviour in the context of a multinational military teamwork exercise and for working as a part of multinational temporal teams in particular.

SUMMARY. Northern Ireland has a health and social services structure which should lead to the easier establishment of effective primary care teams. Following an analysis of constraints on interprofessional collaboration, various models of practice in Northern Ireland and in England and Wales are discussed to demonstrate potential solutions. Child abuse in particular is used to identify both problems and ways forward, especially concerning the general practitioner's key role in the primary care team

'Managing Virtual Teams' explores the critical elements that must be considered in managing virtual teams in organizations from structural, managerial, and process points-of-view. Based in solid research, the book provides a deep look at the nature of virtual teams and the factors that enable their success. Using a text-analysis method, it consolidates results from both academic and practitioners' sources about virtual team inputs, processes, and outcomes. It lays out in clear detail the key characteristics of virtual teams and traces their emergence within organizations and research literature

The aim of this study is to analyse diversity in team learning behaviour between and among national respondents' perceptions during a military staff exercise (CJSE). Edmondson's team learning behaviour model is used as the theoretical basis of the study. The results showed statistically significant differences both between and among national respondents' perceptions. The research results indicate that team leader coaching, team psychological safety, the importance of obtaining expert knowledge as well as pre-exercise training are perceived to be crucial for team learning behaviour. The study has theoretical and practical implications for a more nuanced understanding of the diversity of team learning behaviour in the context of a multinational military teamwork exercise and for working as a part of multinational temporal teams in particular. ; peerReviewed

This study investigated the influence of production team size (small vs. large) and employees' perceptions of their production work teams (negative, neutral, and positive) on their level of workplace commitment.Twenty-three production work teams composed of 205 employees (105 males, 100 females), drawn from two team-based private manufacturing organizations, participated in the study. They responded to the workgroup functioning scale and Buchanan's organizational commitment scale. Team size had no significant correlation with how employees perceived their production work team and their levels of workplace commitment. The results of the 2 × 3 analysis of variance indicated that production team size had no significant influence on workplace commitment. However, employees who had positive perceptions of their production work teams were significantly more committed to the workplace than were those who held either neutral or negative perceptions.

Preface -- The author -- Team players and teamwork: the new reality -- It's the twenty-first century: team players and teamwork are here to stay -- What makes a team effective or ineffective -- Teamwork: lessons from the past -- A new model of team effectiveness -- The ineffective team -- Trouble ahead: the warning signs -- Building your team -- Effective team players -- The concept of personal style -- Team player styles -- Contributor -- Collaborator -- Communicator -- Challenger -- Team player actions -- Ineffective team players -- The cost of ineffective team players -- The ineffective contributor -- The ineffective collaborator -- The ineffective communicator -- The ineffective challenger -- Dealing with the ineffective team player when it is you -- Dealing with the ineffective team player when it is someone else -- Team players as team leaders -- The contributor as leader -- The contributor leader: the downside -- The communicator as leader -- The communicator leader: the downside -- The challenger as leader -- The challenger leader: the downside -- Personal-development planning for team leaders -- Successful team-building strategies for team leaders -- Adaptive team players -- Forming -- Storming -- Norming -- Performing -- How team players adapt to team development -- Team players as team leaders -- The contributor as leader -- Stages and styles: the right mix at the right time -- The goal: style diversity -- Style overload -- Missing perspectives -- How to analyze your team -- Developing a team player culture -- Current methods -- Recommended strategies -- Other methods to encourage and reward team players -- Rx for the development of a team player culture -- Challenges for teams and team players -- The executive challenge -- The management challenge -- The human resources challenge -- The learning and development challenge -- The personal challenge -- Resources: tools for developing teams and team players -- A. Team-development survey -- B. Team-development survey: summary and action planning guide -- Team player survey -- Team player styles -- E. Parker team player survey: normative data report -- References -- Index

It is hypothesized that highly effective teams adapt to stressful situations by using effective coordination strategies. Such teams draw on shared mental models of the situation and the task environment as well as mutual mental models of interacting team members' tasks and abilities to shift to modes of implicit coordination, and thereby reduce coordination overhead. To test this hypothesis, we developed and implemented a team-training procedure designed to train teams to adapt by shifting from explicit to implicit modes of coordination and choosing strategies that are appropriate during periods of high stress and workload conditions. Results showed that the adaptation training significantly improved performance from pre- to posttraining and when compared with a control group. Results also showed that several underlying team process measures exhibited patterns indicating that adaptive training improved various team processes, including efficient use of mental models, which in turn improved performance. The implication of these findings for team adaptive training is discussed. This research spawned the adaptive architectures for a command and control project investigating adaptive models that focus on changes in the structural and process architecture of large organizations. The research also produced a cadre of integrated performance assessment tools that have been used in training and diagnostic settings, and new components for a team training package focused on effective coordination in high-performance teams.

Unter "Team" verstehen die katholischen Beratungsstellen für werdende Mütter eine Gruppe von Fachleuten, die auf Nachfrage hin entweder dem Klienten unmittelbar oder dem hauptamtlichen Mitarbeiter zur Verfügung stehen und die ihre Erfahrungen in dieser Arbeit austauschen. Ausgehend von dieser Definition stellt die Autorin fest, daß die Teamarbeit in Beratungsstellen häufig nicht dem gestellten Anspruch gerecht wird. Im folgenden gibt sie Anregungen für die Teamarbeit in Beratungsstellen. (HÜP)