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This paper focuses on a kind of reasoning in which the members of a group with a goal of its own may engage, herein referred to as "real team reasoning." Starting with four challenging observations on what is, and is not, involved in acting together towards a group or collective goal, an account of a collective goal that accords with these observations is offered. This account appeals to a joint commitment of the parties, understood as is explained. Several virtues of the account are noted, and it is defended against a methodological objection privileging theoretical parsimony by reference in part to the need to invoke joint commitment in other contexts.

ABSTRACT The United States Army currently uses after action reviews (AARs) to give personnel feedback on their performance. However, due to the growing use of geographically distributed teams, the traditional AAR, with participants and a moderator in the same room, is becoming difficult; therefore, distributed AARs are becoming a necessity. However, distributed AARs have not been thoroughly researched. To determine what type of distributed AARs would best facilitate team training in distributed Army operations, feedback media platforms must be compared. This research compared three types of AARs, which are no AAR, teleconference AAR, and teleconference AAR with visual feedback, to determine if there are learning differences among these conditions. Participants completed three search missions and received feedback between missions from one of these conditions. Multiple ANOVAs were conducted to compare these conditions and trials. Results showed that overall the teleconference AAR with visual feedback improved performance the most. A baseline, or no AAR, resulted in the second highest improvement, and the teleconference condition resulted in the worst overall performance. This study has implications for distributed military training and feedback, as well as other domains that use distributed training and feedback. ; 2008-12-01 ; Ph.D. ; Sciences, Department of Psychology ; Doctorate ; This record was generated from author submitted information.

Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader's verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

Purpose - The purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team. Design/methodology/approach - Data from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression. Findings - The results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance. Research limitations/implications - This study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics. Practical implications - To enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions. Originality/value - The study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.

Seeks to determine the impact managerial controls have on the effectiveness of virtual teams. Using an experimental design compares self‐directed virtual teams to counterparts where behavior controls are used as a method of managerial control. The data were collected using 51 student teams of three or four members each from three different countries. The results indicate that the most satisfied team members were in virtual teams with effective coordination and communication. Members of self‐directed virtual teams report higher individual satisfaction with the team and project, while different control structures had no significant impact on virtual team performance. Future research should investigate how these findings generalize to organizational workers, rather than just looking at students. This paper is just a first step investigating one type of managerial control: behavior controls. The small amount of research that has been published on virtual teams has primarily concentrated on self‐directed teams. This paper compares results of team effectiveness by looking at both self‐directed virtual teams and virtual teams with behavioral controls enforced.

PurposeThe purpose of this paper is to examine the relation between team political skill, i.e., the mean level of political skill among team members, and team performance. Specifically, it proposes that the link between team political skill and team performance is ambiguous and contingent upon a common professional background as well as collective team commitment within the team.Design/methodology/approachData from 45 service teams with 295 team members and their supervisors were analyzed. Hypotheses were tested using OLS regression.FindingsThe results show that a common professional background and collective team commitment serve as crucial contingencies for the relationship between team political skill and team performance.Research limitations/implicationsThis study complements previous individual-level research demonstrating a positive relation between political skill and relevant outcomes by highlighting that the link between team political skill and team performance is ambiguous and contingent upon other team characteristics.Practical implicationsTo enhance team performance, managers should carefully consider the interplay between team political skill and other team characteristics when making staffing decisions.Originality/valueThe study highlights the relation of political skill with team performance and points to a potential downside of political skill in organizations.

AbstractGiven that AI is becoming an increasingly active participant in work teams, this study explores how team trust emerges in human–AI teams compared to human–human teams. Adopting a multi‐level approach, we conducted two experimental studies (NStudy1 = 247 two‐member teams and NStudy2 = 106 three‐member teams, 828 individuals overall) and investigated how team composition (with AI or human team members) impacts interpersonal trust (affective and cognitive) and thus team trust. In two‐member teams, interpersonal trust via perceived trustworthiness and not via perceived similarity was lower in human–AI teams compared to human–human teams. Exploratory findings showed that team identification and cognitive interpersonal trust were also lower in two‐member human–AI teams than in human–human teams. However, in three‐member teams, we found no differences in team trust via interpersonal trust between the two team types. Instead, our findings revealed that perceived trustworthiness and perceived similarity increased interpersonal trust and, in turn, team trust for both team types. With this research, we showed that underlying theories and evidence of team trust in human‐only teams can enhance understanding of human–AI teams, though the results indicated certain differences that call for further investigation.

In this article we propose to go beyond the dichotomy of virtual vs collocated teams to look instead at virtuality in teams. In so doing, we argue that technology-mediated interactions do not substitute but rather complement face-to-face interactions.We adopt a definition of virtuality in teams based on discontinuities and pursue an understanding of their dynamics in an in-depth case study of an inter-organizational virtual centre of excellence.The findings present evidence suggesting the formation of 'virtual continuities' that mitigate the effects that create discontinuities. This, we argue, enriches our understanding of the complex dynamics of virtuality. The theoretical implications are discussed.

Although Jordan suffered from violent attacks since the 1970s, radicalization as a major issue emerged in 2001 after the 9/11 attacks and Amman Hotels attacks in 2005. At the same time, Jordanians have suffered for long decades from the lack of economic prosperity, unemployment, unequal opportunities, widespread corruption, nepotism, lack of respect for the rule of law and the failure of the government to prevent such injustices. This has fostered insecurity among Jordanians, especially the youth, creating a dangerous and vulnerable social and political environment. The latter raised the government and the public opinion's awareness of the danger of radical movements in the country and led to the adoption of several legal measures to tackle radicalisation and terrorism. However, it has become clear that an exclusively legal approach is not sufficient and since 2005 civil society has been urged to take part in countering extremism. Awareness programs, workshops, and trainings have been organised, but they do not seem to help much, especially because they often lack a strategic vision.