In: Semrau, Thorsten, Steigenberger, Norbert orcid:0000-0002-8304-5321 and Wilhelm, Hendrik orcid:0000-0002-4338-3887 (2017). Team political skill and team performance. J. Manage. Psychol., 32 (3). S. 239 - 254. BINGLEY: EMERALD GROUP PUBLISHING LTD. ISSN 1758-7778
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.
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.
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.
The critical dependence of armed forces on teams carrying out tasks in a continuously changing, uncertain and often dangerous environment, raises questions about how to better understand factors that enable or hamper effective team learning. So far there is no developed field of research into team learning in the Swedish Armed Forces. This is the first of several studies within the Swedish Armed Forces to explore and gain a better understanding of team learning. In this first study of team learning we followed a military staff exercise. The theoretical base in this study is Amy Edmondson's theoretical model for studying and analyzing team learning. The model consists of context support, team leader coaching, team psychology safety and team learning behavior. The results of this study supports the theoretical model of team learning and describe factors that are important for creating good conditions for team learning behavior.
Environmental permitting for transportation projects is complex and time consuming. Communication and sharing of information between permitting agency staff can be inefficient, partially due to staff location in different geographic areas. The establishment of a Multi-Agency Permitting (MAP) Team is a project to demonstrate the advantages of co-locating regulatory staff from multiple agencies in a common office to enhance interpersonal communication and interagency coordination. Effective communication early in project development is key to risk identification and project management and consequently, maintaining the planned schedule and budget. The purpose of the MAP Team is to cooperatively process environmental permits for Washington State Department of Transportation (WSDOT) transportation projects while protecting natural resources in the public interest. Participating agencies hope to demonstrate the efficiency and cost effectiveness of this new concept of focused governmental cooperation. The primary goal is to provide thorough, expedited review of permit applications to ensure that transportation projects are consistent with environmental regulations and agency agreements and policies. Project overview and methodology The State of Washington is investing in strategies intended to streamline environmental regulatory and permit processes. The creation of the MAP Team is one such strategic investment that is designed to demonstrate how WSDOT and regulatory agencies can work together to meet transportation and environmental goals. The MAP Team charter agencies include: WSDOT, Washington State Department of Ecology, Washington Department of Fish and Wildlife, United States Army Corps of Engineers, and King County Department of Development and Environmental Services. MAP Team members are co-located together a minimum of one day a week at the Department of Ecology's Northwest Regional Office in Bellevue. The MAP Team concept is being tested on approximately 52 transportation projects primarily in western Washington. The MAP Team has been up and running since early November 2003 and is scheduled through June of 2007. After initially defining how to work together, the team began communicating with their customer base in an attempt to make permitting processes more consistent and predictable. The MAP Team has been using this feedback to initiate streamlining opportunities to: define complete application(s), create early project coordination and MAP Team permit processes, identify improvement opportunities within each agency, and to create model business practices that will use existing project experiences to deliver future projects. These investments in early project coordination are being tracked through eight performance measures. The MAP Team model is based on developing a foundation of trust and open communication between a diverse, highly capable group of decision makers from the five agencies. This formula provides an accountable, transparent process that is able to identify risks and opportunities and to address and avoid conflicts early, thereby achieving permit decisions in a predictable and timely manner. Current results To date, the MAP Team has been involved in reviewing permits for over 25 transportation projects. The MAP Team work is being evaluated against a number of performance standards. These include permit processing time, baseline comparisons, agency investments, initiating change, conflict resolution, and meeting customer expectations. Evaluation of these performance standards will be used to determine the success of the MAP Team concept. Recommendations for the future Based on the initial stakeholder feedback from this pilot project, the MAP Team business model appears to be a good investment toward the delivery of transportation improvement projects. Because of this feedback, the MAP Team pilot project, which was to sunset in June 2005, was extended to June 30, 2007. After further evaluation, it is possible that Washington State may institute the MAP Team concept as a permanent business practice with the potential for growth in other transportation, intergovernmental, and private venture applications.
Under immense pressure to bring some certainty into the markets, Barack Obama has moved quickly to announce his choice for main cabinet posts. His planned appointments, as well as his policy announcements, are a study in how to turn crisis into opportunity. A reader of history, with particular attention to the biographies of certain presidents, he has taken a page from Abraham Lincoln in naming a "team of rivals" or at least of big personalities with strong opinions, as his foreign policy lineup: Hillary Clinton will be Secretary of State and General James Jones, a retired Marine commander, his National Security Advisor, while Robert Gates, current Secretary of Defense under Bush, would stay on at least for the first year of the Obama administration. On the economic side, his choice for Treasure Secretary, arguably the most important post in this crisis is Timothy Geithner, New York Federal Reserve chairman, who has been working closely with both Federal Reserve President Ben Bernanke and Treasure Secretary Hank Paulson, and has been part of the decision-making on bank bailouts from the very beginning. This would give continuity to the policy choices already made and bring a stronger measure of certainty and coherence to the process. With the cooperation of George W. Bush, Obama has been shaping the policy-making process behind the scenes, but after calls for him to give some certainty to the markets and to fill the power vacuum of the interregnum period, he has come forward several times this week to reassure consumers and markets that he is ready to continue the federal government's unprecedented spending in order to stimulate the economy. His activist government agenda will be in many ways enabled by the crisis, for example in job creation and energy transformation: he can tie those two goals together by embarking on a New Deal-style of public works while at the same time renewing the energy base of the economy, thereby meeting environmental goals and severing the country's economically costly and politically unsustainable dependency on oil. He is also helped by the fact that bipartisanship is for now a necessity until the first critical period of this dire economic period is crossed. Just like FDR took advantage of the Great Depression to drive through his agenda of redistribution, so can Obama. Energy renewal, job creation, adequate health care, education, regulation and tax reform all are goals that had been neglected for too long but now there is an opportunity to turn them into part of the solution to economic recovery. At times when calls for government action are coming from all sides of the political spectrum, the opportunity to turn those calls into reform is enormous, and Obama is using his bully pulpit early to lead the country in that direction. He is now proposing the rapid approval of an economic stimulus deemed around the sum of 500 billion dollars in federal spending and tax cuts for the middle class. As the pieces of the Obama's cabinet puzzle start falling into place, most observers are surprised at the pragmatism that seems to be guiding his choices. Timothy Geithner is a centrist, a problem solver, a Wall Street outsider, who has worked in different position at the Department of Treasury since 1988, under three different presidents. During the Clinton administration he dealt with the Asian crisis and the Mexican bailout. A dedicated public servant, pro-regulation, young and non-ideological, he has a student-mentor relationship with Larry Summers, Treasure Secretary under Clinton and also a pragmatist, who will now become Obama's economic adviser. This choice as well as others points to a fact-based administration, which coincides with the vision laid out by Obama during the campaign, one that solves problems and is not ruled by ideology. Bob Rubin, a deficit "hawk" with a strong penchant for balanced budgets who was also Treasure Secretary under Clinton, is helping Obama put together the economic team, which so far has no progressive heavy weight economists like Joseph Stiglitz or James Galbraith, both of whom were Obama advisers during the campaign. Similarly, on the foreign policy front, Obama chose Hillary Clinton, in spite of their disagreements in foreign policy during the primary election campaign. And all signs point to his picking of General James Jones, a retired Marine general and former NATO commander, as his National Security Advisor. Jones is a Vietnam decorated veteran with strong cross-party appeal, who was asked twice by Condoleezza Rice to be her adviser at State (but he declined). Defense Secretary Bob Gates, another dedicated public servant, would be asked to stay on at Defense and negotiate the next stage of the wars in Iraq and Afghanistan. He is close to Brent Scowcroft, former National Security Adviser for Bush 41 and Gerald Ford, who has criticized George W. Bush for both the decision to invade Iraq, which he called "a war of choice not of necessity", and the way he allowed it to be mishandled by Rumsfeld. To this eclectic team one must add Vice President Joe Biden, whose foreign policy experience was a main consideration when he was picked by Obama as his running mate. He will certainly be another strong voice at the foreign policy table. The main intention behind these choices seems to be that, once Obama succeeds in forming an effective team out of such strong and experienced personalities on the foreign policy front, he can more comfortably focus on the economy without distractions. These early decisions, whether confirmed, leaked out or strongly rumored, have Washington buzzing. Does the choice of experienced people detract from Obama's message of change? Not necessarily, since it is the President that will set the agenda and who will lay out the vision. Obama invites strong opinions from his aides, and likes to debate options. That is how he envisions the decision-making process, with his advisers as partners in governance, not as passive surrogates. But there are risks to this approach, the main one being how to mesh these big egos with different backgrounds and perspectives into a real team that can work together without undermining each of its individual members' missions. That is exactly what happened to Secretary of State Colin Powell under the Bush-Cheney White House: he did not have the full backing of the rest of the team, especially of the vice-president, so he became ineffective and he never recovered. Another rumor often heard around the capital this week, especially in the anti-Obama camp, is that, given his cabinet choices, Obama seems to be positioning himself to govern from the center of the political spectrum, thus "betraying his progressive agenda" and his left-wing supporters. This claim is incorrect for two main reasons. First, because it is blind to the fact that his so-called "progressive agenda" coincides with the center today. The ideological center has shifted, and "Progressive" is now mainstream. What was considered radical ten or twenty years ago is now what most of Americans want, namely: demands for corporate responsibility and universal health care, concerns about global warming and energy renewal, a foreign policy based on multilateral decision making, respect for human rights and international law. It is still a divided country, but the wide majority wants reform. Second, Obama's blueprint of massive public investment to rebuild infrastructure and schools, and to create "green" jobs, his new "New Deal", will be made possible by the crisis itself. Most experts agree that this is not a time to worry about budget deficits. There are new opportunities created by the crisis itself: the call for government action comes from all sides, so it is time to use the momentous circumstances to bring about the change that has been postponed for so long, and to do it in the service of job creation and sustainable growth. Just like President Roosevelt used the Great Depression to drive through his economic agenda of education and distribution, so Obama should make use of the moment and embark on major investments in a XXI century infrastructure, with a new electric grid, water and sewer system, a world class internet service and health care reform. The new stimulus package announced this week seems to be a first step in that direction. In the next few days the President-elect will announce his choices to head the Department of Commerce and Homeland Security. Bill Richardson, the Hispanic governor of New Mexico, and Jane Napolitano, governor of Arizona are the most likely candidates. Bill Richardson's nomination will be very important since it will not only appease Hispanics (over 67% of who voted for Obama) but also signify a pro-free trade stance by Obama that will assuage fears of Protectionism both in American and abroad. On her part, Jane Napolitano is someone with hands-on experience in Immigration, and her choice to head Homeland Security seems to signal that serious Immigration reform is also on the Executive's agenda. At only three weeks after his election, and at eight weeks before his inauguration, Barack Obama has been forced to use his bully pulpit to restore confidence and pledge continuity to commitments already made by the outgoing administration. He has shown his pragmatism by inviting the best-qualified and most experienced people into his cabinet to face the difficulties ahead, regardless of their ideology or ties to past administrations. His greatest challenge is to continue turning crisis into opportunity, using the unprecedented consensus on government spending to promote his transformational agenda. He must stick to his narrative of change and use his cabinet's experience to make that change happen. Senior Lecturer, Department of Political Science and Geography Director, ODU Model United Nations Program Old Dominion University, Norfolk, Virginia
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.
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
Complexity comes from dramatic structural changes to organizations and governments such as globalization, global competition, workforce diversity, and continual innovations. Complex adaptive systems (CAS) are organizations that are a composite of the interconnected whole. Teams must manage and operate in emerging ecosystems, understand factors that lead to team effectiveness when managing and facilitating teams and team conflict, and understand the development of conflict models. This chapter provides an overview of teams, CAS, conflict stages, and conflict models. This chapter presents adaptive leadership as one leadership style that offers organizations with the capabilities of reacting to changing environments quickly. Adaptive leadership offers a prescriptive approach for managers and leaders to follow when dealing with organizational conflict while operating in today's complex and global environment.
Women's representation on corporate boards, political committees, and other teams is increasing, in part because of legal mandates. Data on team dynamics and gender differences in preferences (risk-taking behavior, taste for competition, prosocial behavior) show how gender composition influences group decision-making and subsequent performance through channels such as investment decisions, internal management, corporate governance, and social responsibility.
Women's representation on corporate boards, political committees, and other decision-making teams is increasing, this is in part because of legal mandates. Evidence on team dynamics and gender differences in preferences (for example, risk-taking behavior, taste for competition, prosocial behavior) shows how gender composition influences group decision-making and subsequent performance. This works through channels such as investment decisions, internal management, corporate governance, and social responsibility.
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.
Background Within critical care, it is necessary to have an awareness ofwhat is going on in order to be able to make the right decision at the right time.Situation awareness (SA) is a non-technical skill (NTS) that is important instressful, complex environments such as the intensive care unit (ICU).Deficiencies in NTS are well known to impact performance and thereby causeadverse events. More knowledge about how background factors are associatedto team performance and explore critical care team members experiencesteamwork are of importance to develop models for improving teamwork. Aneducational intervention aiming to improve SA during critical events might bevaluable to improve the performance of interprofessional teams. For this,instruments for assessment of SA and NTS are needed. Aim The aim of this thesis was to test different instruments for measuringSA, team performance and task performance for feasibility and reliability; to investigate the relationship between team background characteristics, teamperformance and task performance; to evaluate an educational programme inSA for intensive care teams; and to explore team members' experience ofteamwork. Methods This thesis was based on data from 69 different video-recordedteam training sessions with a simulator as a patient (studies I–III) and ninefocus group interviews (Study IV). In Study I, the participants were 55 medicalstudents, and the sessions took place at a clinical training centre. Theparticipants in Study II (n=105) and III (n=75) were ICU staff members fromtwo different hospitals, and the sessions took place in situ at the respectiveICUs. In Study III, the participants were randomized into control orintervention group, where the intervention group received an educationalintervention comprising lectures and reflective discussions. The control grouponly performed team training without lectures and reflective discussions. Thetraining sessions were analysed with a focus on team and task performanceusing the TEAM instrument and the ABCDE checklist, respectively. Inaddition, a questionnaire (SAGAT) was used to assess individuals' SA (StudyI and III). The data in Study I–III were quantitatively analysed. In Study IV,focus group interviews with staff members (n= 31) from the ICUs wereanalysed using qualitative content analysis. Results The findings in Study I showed that SAGAT was feasible to use andthat the inter-rater reliability for the ABCDE checklist and the TEAMinstrument indicated sufficient stability. In Study II, higher age wasassociated with several aspects of good team performance such as teamwork,task management, team overall and total team. Prior team training withoutvideo was associated with better task performance, while prior education incommunication was negatively associated with leadership. In Study III, theresults demonstrated that the educational intervention improved theperformance of the intervention group in the TEAM subscales of leadershipand task management, as well as in the total score. In Study IV, the mainfinding presented as a theme was balancing knowledge and behaviour inteamwork. The interviews revealed three categories of aspects that facilitatevor act as barriers to teamwork: (1) having potential for excellence while copingwith members who do not act as team players; (2) creating a safe atmospherewhile working in an unknown environment and struggling to maintain one'spositions; and (3) being in a workflow without becoming overwhelmed. Conclusions By implementing an educational programme focusing on SA,different parts of interprofessional team performance could be improved. Foroptimal interprofessional teamwork in the ICU, both knowledge andbehaviours were essential components. For the studies in this thesis, thedifferent instruments used were both feasible and reliable. High age wasrelated to good team and task performance, indicating that generic factors thatis associated with age might influence team and task performance.This thesis will probably contribute to a safer care of seriously ill patients at ICU. ; Att veta vad som händer vid akuta situationer inom intensivvård av svårt sjuka eller skadade är nödvändigt för att kunna ta rätt beslut vid rätt tidpunkt. Arbetsmiljön på intensivvårdsavdelningar (IVA) beskrivs därför som komplex och kräver välutbildad och erfaren personal. Brister i icke-tekniska färdigheter är ett problem i hälso- och sjukvården och inte minst inom intensivvården. Bristerna påverkar kvalitén i utförandet och orsakar vårdskador. Utifrån erfarenhet och kunskap inom flygindustrin har icketekniska färdigheter börjat komma i fokus inom akutsjukvård och intensivvård. En viktig del i icke-tekniska färdigheter ärsituationsmedvetenhet (eng; situation awareness, SA) och under de senaste årtiondena har modeller för SA och teamarbete utvecklats. I dagsläget finns endast ett fåtal studier som specifikt utvärderar utbildning i SA i interprofessionella team, in situ och med hjälp av simulering. Föreliggandeavhandling har därför fokus på interprofessionella IVA-team, SA och teamprestation och förmåga att hantera och genomföra arbetsuppgifter. Avhandlingen omfattar fyra delarbeten. För att genomföra studie II och III krävdes en initial studie (studie I) vars syfte var att kvalitetssäkra tre mätmetoder avseende användbarhet och reliabilitet: dels en teknik för att mäta situationsmedvetenhet (SAGAT), dels ett instrument för att mäta teamets prestation (TEAM instrument) och dels en checklista för att mäta teamets förmåga att hantera arbetsuppgifter (ABCDE checklist). Därefter analyserades relationen mellan teamets bakgrundskaraktäristika och teamets prestation och hantering av arbetsuppgifter (studie II). I studie III utvärderades ett utbildningsprogram med fokus på SA inklusive simuleringsövningar in situ. För att få en djupare förståelse för fenomenet teamarbete inom IVA, genomfördes en intervjustudie där tre personalgrupper som vanligen ingår i IVA-team intervjuades med fokus på erfarenheter om teamarbete. Deltagarna i delstudie 1 var 55 läkarstudenter på termin sju som fördelades i 23 team. De två följande delstudierna (II och III) omfattade undersköterskor (n=30), sjuksköterskor (n=49) och läkare (n=26) som arbetade vid två intensivvårdsavdelningar vid två olika sjukhus i norra Sverige. Deltagarna i studie III delades slumpmässigt in i 11 team (interventionsgrupp) respektive 9 team (kontrollgrupp). I delstudie IV deltog 31 individer från delstudie II och III fördelade på nio fokusgrupper. Interventionen i delstudie III utgjordes av ett kort utbildningsprogram med fokus på att förstå betydelsen av situationsmedvetenhet i teamarbete samt hur den kan uppnås. Den första delen av utbildningen var webbaserad med korta lektioner om situationsmedvetenhet och samarbete varvat med instuderingsuppgifter och reflektionsfrågor. Deltagarna genomförde utbildningen individuellt en vecka före teamträningstillfället. Teamträningstillfället för interventionsgruppen inleddes med en reflektionstimme där olika reaktioner från webutbildningen diskuterades med fokus på hur de olika begreppen skulle omsättas i praktiken. Därefter genomförde teamet ett patientscenario in situ, på en intensivvårdsplats. Efter scenariet återsamlades teamet för en andra reflektion med fokus på hur teamet kan åstadkomma och bibehålla hög situationsmedvetenhet för att gemensamt kunna fatta rätt beslut. Teamträningen avslutades med ytterligare ett patientscenario in situ. Kontrollgruppen teamtränade utan att ha genomfört webutbildningen, utan reflektionen före scenario nummer ett, samt att reflektionen efter scenario nummer ett genomfördes utan specifikt fokus på situationsmedvetenhet. Vid datainsamlingen till studie I-III genomförde deltagarna teamövningar innefattande olika scenarier med svårt sjuk patient (SimMan, en avancerad patientsimulator). Samtliga teamövningar videofilmades och analyserades avseende teamets samarbete och genomförande av arbetsuppgifter. I studie I och III mättes deltagarnas situationsmedvetenhet med frågeformulär under scenariet. Ett kort uppehåll gjordes där deltagarna svarade på frågor. En vecka efter avslutad övning fick deltagarna i studie I besvara en enkät om hur avbrottet påverkat det pågående scenariet. Data från dessa tre första studier analyserades med hjälp av statistiska metoder. Datainsamlingen till studie IV genomfördes med fokusgruppsintervjuer. Intervjuerna ljudinspelades och analyserades med kvalitativ innehållsanalys. Resultatet från studie I visade att det fanns en god samstämmighet mellan de fyra bedömare som skattade teamets prestation. Med hjälp av ett frågeformulär angav studenterna att tekniken som användes för att mäta teamets situationsmedvetenhet var användbart och användarvänligt. Resultatet i delstudie II visade att det fanns ett positivt samband mellan genomsnittlig ålder och teamets övergripande prestation och samarbete, samt hur teamet prioriterade och hanterade arbetsuppgifter. Vidare visade resultatet att tidigare erfarenhet av att ha tränat i team också innebar bättre förmåga att hantera arbetsuppgifterna. Däremot visade analyserna att tidigare utbildning i kommunikation också innebar sämre ledarskap. Huvudresultatet i denna avhandling visar på positiva skillnader i prestation hos team som fått utbildning med fokus på situationsmedvetenhet jämfört med kontrollgruppen som inte fått utbildning. De team som erhållit utbildning presterade bättre. Förbättringen kunde mätas i subskalorna ledarskap och prioritering av arbetsuppgifter. Inga skillnader kunde dock påvisas i situationsmedvetenhet eller i genomförande av arbetsuppgifter. I fokusgruppsintervjuerna (delstudie IV) beskrev deltagarna sina erfarenheter av teamarbetet i det interprofessionella teamet som bestod av både främjande och hindrande aspekter: 1) att ha potential för excellens och samtidigt hantera teammedlemmar som inte agerar som lagspelare, 2) att skapa en säker atmosfär och samtidigt arbeta i en okänd omgivning och kämpa för att upprätthålla sin position i teamet, samt 3) att vara i ett flöde av arbetsuppgifter utan att bli överbelastad. Av kategorierna framgår att fenomenet teamarbete handlar om att balansera kunskap och beteende vilket också bildade temat i delstudien. Deltagarna upplevde att det var viktigt att arbeta i en trygg miljö som präglades av respekt och stöd på intensivvårdsavdelningen men även när de arbetade på exempelvis akutmottagningen. Det framkom också att även om arbetet kunde upplevas stressigt och rörigt kunde det ändå finnas ett flyt. Sammantaget bidrar avhandlingens resultat till att visa att en utbildning med fokus på situationsmedvetenhet kan förbättra hur team inom intensivvården presterar. Vidare har balansen i kunskap och beteende lyfts fram som viktigt för samarbetet inom teamet. De instrument som använts för att mäta deltagarnas prestationer och situationsmedvetenhet var tillförlitliga och användbara i denna kontext. Slutligen fanns ett positivt samband mellan hög ålder och god teamprestation, samt till genomförande av arbetsuppgifter. Detta samband fanns inte till yrkeserfarenhet vilket antyder att det i bakgrunden skulle kunna finnas någon icke teknisk färdighet som samvarierar med ålder.
Report of the MDB task team to the Science Team in June 2020. Resources: About the TASK TEAM ON MATCHUP DATABASE STANDARDS (MDB-TT) https://www.ghrsst.org/about-ghrsst/task-teams/task-team-on-matchup-database-standards-mdb-tt/ Proceedings of the GHRSST Science Team Meeting 2020: https://zenodo.org/record/4626734 ; The GHRSST Project Office is funded by the European Union (European Commission, EUMETSAT, Copernicus). Web: http://www.ghrsst.org Follow us on Twitter: https://twitter.com/GHRSST
There is a growing realisation that to better understand and intervene in the interconnected political, cultural and psycho-social dynamics that constitute the contexts for these current global challenges requires transdisciplinary and intersectoral approaches; approaches that include and value diverse perspectives and pay particular attention to the perspectives and experiences of those who are the most vulnerable and those who are currently excluded from the knowledge creation processes. This article discusses the learning gained from an inter-disciplinary and inter-institutional project entitled Transformative Engagement Network (TEN).