Suchergebnisse

Objective To provide insights for organizations that must rapidly deploy teams to remote work. Background Modern situations, such as the COVID-19 pandemic, are rapidly accelerating the need for organizations to move employee teams to virtual environments, sometimes with little to no opportunities to prepare for the transition. It is likely that organizations will continually have to adapt to evolving conditions in the future. Method This review synthesizes the literature from several sources on best practices, lessons learned, and strategies for virtual teams. Information from each article deemed relevant was then extracted and de-identified. Over 64 best practices were independently and blindly coded for relevancy for the swift deployment of virtual teams. Results As a result of this review, tips for virtual teams undergoing rapid transition to remote work were developed. These tips are organized at the organization, team, and individual levels. They are further categorized under six overarching themes: norm setting, performance monitoring, leadership, supportive mechanisms, communication, and flexibility. Conclusion There is a significant deficit in the literature for best practices for virtual teams for the purposes of rapid deployment, leaving it to organizations to subjectively determine what advice to adhere to. This manuscript synthesizes relevant practices and provides insights into effective virtual team rapid deployment.

Teams are complex and dynamic entities that face constant changes to their team structures and must simultaneously work to meet and adapt to the varying situational demands of their environment (Kozlowski and Ilgen, 2006). Agencies, industries, and government institutions are currently placing greater attention to the influence on team dynamics and teamwork as they are important to key organizational outcomes. Due to increased emphasis being placed upon the understanding the maturation of team dynamics, the incorporation of efficient methodological tools to understand how teams are being measured over time becomes critical. Thus, the purpose of this paper is to present a review of relevant academic articles detailing the science behind methodological tools and general approaches to study team dynamics over time. We provide an overview of the methodological tools used to understand team dynamics with accordance to specific temporal elements. Drawing from Kozlowski et al. (1999) process model of team development, we highlight relevant emergent team constructs within each stage. As well, for each stage, we discuss the what and how to measure team dynamics. Our analyses bring to light relevant, novel and complex approaches being used by researchers to examine specific constructs within different team developmental phases (e.g., agent-based simulations, computational modeling) and the importance of transitioning from a single source methodology approach. Implications and future research are also discussed.

Diversity, equity, and inclusion (DEI) are being built into the fabric of today's organizations, and utilizing such a lens is vital to understanding cross-cultural performance. Yet, most of the culture and diversity literature has grown in silos and is therefore not leveraging the many benefits that their integration could provide. To counter this gap, we advance a theoretical framework featuring a new definition of cross-cultural performance (CCP) from a DEI perspective, as a new angle for doing work across cultures. Specifically, CCP is defined as the integration of multiple cultural perspectives of individuals who work together with the goal of enabling a diverse, inclusive, and equitable work environment. By applying the DEI lens to CCP, we elevate the meaning of performance due to added consideration of compositional differences, the possible barriers to employees' success, and the extent to which others' perspectives are indeed valued. Accordingly, our framework identifies three main components of CCP: catalyzing cultural differences, taking part in engaging communication, and promoting allyship activities. Furthermore, we specify emotional management as the glue of these three components, and key outcomes at different levels of analysis. Last, we discuss the implications of our framework to both theory and practice as well as directions for future research.

Recent global events have triggered compositional changes in the workplace (e.g., intentional diversification and sudden team member removal). This study investigates whether team gender diversity and the novelty of membership changes moderate the relationship between team processes and performance. We found that development of team confidence plays a pivotal role in shaping performance through its influence on backup behavior. Moreover, gender-balanced teams were better at translating their confidence into backup behaviors, and teams experiencing reduced novelty during membership change events tend to leverage these behaviors more effectively, leading to enhanced overall performance. We explored several theoretical and practical implications.

With the worldwide focus shifting toward important questions of what diversity means to society, organizations are attempting to keep up with employees' needs to feel recognized and belong. Given that traditionally team and diversity trainings are provided separately, with different theoretical backgrounds and goals, they are often misaligned and ineffective. We review 339 empirical articles depicting a team, diversity, or emotional management training to extract themes and determine which methods are most effective. Although research has demonstrated the importance of belonging for providing positive workplace outcomes, we found that the traditional design of these trainings and lack of emotional management prevent a balance between team and diversity goals, preventing belonging. We propose an integrative training with emotional management to help teams foster optimal belonging, where members can unite together through their differences. Accordingly, our themes inform this training model that can inspire future research into more effective training.

Objective The aim of this study was to describe the relationship between negative affect (NA), decision-making style, time stress, and decision quality in health care. Background Health care providers must often make swift, high-stakes decisions. Influencing factors of the decision-making process in this context have been understudied. Method Within a sample of labor and delivery nurses, physicians, and allied personnel, we used self-report measures to examine the impact of trait factors, including NA, decision-making style, and perceived time stress, on decision quality in a situational judgment test (Study 1). In Study 2, we observed the influence of state NA, state decision-making style, state time stress, and their relationship with decision quality on real clinical decisions. Results In Study 1, we found that trait NA significantly predicted avoidant decision-making style. Furthermore, those who were higher on trait time stress and trait avoidant decision-making style exhibited poorer decisions. In Study 2, we observed associations between state NA with state avoidant and analytical decision-making styles. We also observed that these decision-making styles, when considered in tandem with time stress, were influential in predicting clinical decision quality. Conclusion NA predicts some decision-making styles, and decision-making style can affect decision quality under time stress. This is particularly true for state factors. Application Individual differences, such as affect and decision-making style, should be considered during selection. Training to reduce time stress perceptions should be provided.