Suchergebnisse

The quality of teamwork in Child Advocacy Center (CAC) multidisciplinary teams is likely to affect the extent to which the CAC model improves outcomes for children and families. This study examines associations between team functioning and performance in a statewide sample of CAC teams. Multidisciplinary team members ( N = 433) from 21 CACs completed measures of affective, behavioral, and cognitive team functioning. Team performance was assessed with three measures: team member ratings of overall performance, ratings of mental health screening/referral frequency, and caregiver satisfaction surveys. Linear mixed models and regression analyses tested associations between team functioning and performance. Affective team functioning (i.e., liking, trust, and respect; psychological safety) and cognitive team functioning (i.e., clear direction) were significantly associated with team members' ratings of overall performance. Behavioral team functioning (i.e., coordination) and cognitive team functioning were significantly associated with mental health screening/referral frequency. Team functioning was not associated with caregiver satisfaction with CAC services. Aspects of team functioning were associated with team members' perceptions of overall performance and mental health screening/referral frequency, but not caregiver satisfaction. Understanding associations between team functioning and performance in multidisciplinary teams can inform efforts to improve service quality in CACs and other team-based service settings.

Reports on the author's experiences as facilitator of an international, academic research team which consisted of members with different cultural backgrounds. Reviews the communication processes and group‐dynamics that occurred within this team, in particular those which seemed to hinder progress. Advises how other teams might approach these same issues and achieve effective team working.

This study explores several methodological areas that may account for in consistency in basketball study findings concerning the cohesion-performance relationship. An average team score for each item and factor appearing on a cohesion questionnaire was calculated for 18 youth teams (ages 10-16) and 17 teams composed of college men (ages 19—22). Both univariate and multivariate relationships between 2 measures of team success and team scores for cohesion items were identified and compared in each age level of competition. The study findings indicate (a) measures of team success, affiliation cohesion, and satisfac tion with team achievements are interrelated in both levels of competition; (b) the magnitude of relationships increased significantly in both the youth and mens teams when moving from simple to multiple correlational techniques; (c) the magnitude of multiple relationships did not differ among each measure of team succcess separately; (d) the magnitude of multiple correlations did not increase when computing canonical correlations in either level of competition; and (e) the magnitude of relationships were not a function of the number of teams in each level of competition.

Objective: This research effort leveraged the science of training to guide a taxonomic integration and a series of meta-analyses to gauge the effectiveness and boundary conditions of team training interventions for enhancing team outcomes. Background: Disparate effect sizes across primary studies have made it difficult to determine the true strength of the relationships between team training techniques and team outcomes. Method: Several meta-analytic integrations were conducted to examine the relationships between team training interventions and team functioning. Specifically, we assessed the relative effectiveness of these interventions on team cognitive, affective, process, and performance outcomes. Training content, team membership stability, and team size were investigated as potential moderators of the relationship between team training and outcomes. In total, the database consisted of 93 effect sizes representing 2,650 teams. Results: The results suggested that moderate, positive relationships exist between team training interventions and each of the outcome types. The findings of moderator analyses indicated that training content, team membership stability, and team size moderate the effectiveness of these interventions. Conclusion: Our findings suggest that team training interventions are a viable approach organizations can take in order to enhance team outcomes. They are useful for improving cognitive outcomes, affective outcomes, teamwork processes, and performance outcomes. Moreover, results suggest that training content, team membership stability, and team size moderate the effectiveness of team training interventions. Application: Applications of the results from this research are numerous. Those who design and administer training can benefit from these findings in order to improve the effectiveness of their team training interventions.

This paper examines trust in global military teams. The relationship between perceived levels of trust and efficiency in working in virtual military teams is investigated. The issue of trust is considered in a number of situations. Questionnaires were used to gather factual data about respondents, how often they worked within a global design team, and their preferred method of communication, how their global military teams compared to military team-working carried out with co-located members; and their opinion of how the operation of global teams could be improved, particularly related to trust. In addition, there was a focus group meeting consisting of team leaders, to explore the concerns and issues highlighted through the questionnaire.

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.

Why do we need intelligent teams? -- The five principles of intelligent teams -- Competencies of an intelligent team -- The three-phase approach -- Meeting up as an intelligent team -- Revealing a team's intelligence -- Aligning and action in intelligent teams -- The inner needs of intelligent teams -- Accessing the potential in intelligent teams -- Intelligent use of diversity -- Creating intelligent change -- Building culturally intelligent teams -- Summing it up intelligently

This volume addresses the need to focus on temporal adaptations of teams. Modern organizations have been relying on teams more often to cope with the changing economic and technological climate. An increase in the use of teams has led to more team research throughout the fields of cognitive science, human factors, organizational psychology, assessment, and behavioral science. How teams grow and change is important for their performance and their members' satisfaction with their work; therefore, the attention that this book lends to teams' temporal factors is much deserved. Editors Eduardo Salas, Lauren B. Landon and William B. Vessey have gathered some of the best and brightest team researchers to contribute to this book. The various chapters offer readers background information, temporal measurement tools, and implications for research and practice. The book covers such interesting perspectives as team leadership, trust, cultural implications, and temporal implications in long-duration, extreme situations, including space exploration. This book serves as a resource to researchers who study teams, managers who lead teams, and those who work in teams.