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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.

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.

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.